THE IMPACT OF INTERACTIONAL JUSTICE ON EMPLOYEES’ WORK PERFORMANCE IN HEALTH SECTOR OF QATAR

Abstract

Interactional justice is an important part of the organization and it is an ongoing process depending on relationship between managers and employees. This study aims to explore possible relationships between employees’ perception of interactional justice process; both interpersonal and informational, and how it may affect work performance. While this research was conducted in the health sector of Qatar, 95 participants selected randomly from Qatari public sector. A Quantitative method was used by distributing paper questionnaires where data were analyzed by using SPSS. Results of this study showed a positive relationship between interpersonal justice and work performance. Furthermore, a partial relationship between informational justice and work performance has been statistically proven. In a different domain, it has been statistically proven that proper interactional justice process can help both managers and organizations in improving work performance. Subsequently, interactional justice would be considered as an important metric for managers so giving ability to improve work performance. It can also help managers to identify gaps in the system so that improve work output.