Does organizational justice enhance job performance through high-performance human resource practices?

This study aims to analyze the influence of organizational justice on job performance intention via the mediating influence of high-performance human resource practices (HPHRPs) in a developing context. Equity theory and expectancy theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL). The respondents in this study were 377 employees working in PTCL. Partial least square (PLS), specifically, structural equation modeling was used for the data analysis. The study found a significant direct and indirect influence of distributive justice (DJ) on job performance through the partial mediating role of selective staffing and extensive training. Procedural justice (PJ) also, directly and indirectly, influenced job performance through the partial mediating role of the incentive reward . While interactional justice (IJ), result-oriented appraisal, employment security had an insignificant influence on job performance. Organizational justice has to be synergized with HPHRPs to enhance job performance. The results of this study would augment the body of knowledge of job performance in developed and under-developing countries.