Organizational Justice and the Employee Performance: The Mediating Role of Employee Silence

This study examined the relationship between organizational justice and the employee performance in a mediation model which posits three dimensions of silence (ac-quiescence and silence, defensive silence, pro-social silence) as a mediator in linking organizational justice with the employee performance. The mediation model was tested with data from three medium companies employees at all levels, using a sample of 207 samples. Results showed that organizational justice is related positively to job performance; two dimensions of silence (acquiescence and silence, defensive silence) mediates the relationship between organizational justice and employee performance. Pro-social silence does not mediate the relationship between organizational justice and employee performance significantly.