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When employees feel fairly treated, they respond in many positive ways. All the types of justice have been linked to higher levels of task performance and citizenship behaviors such as helping coworkers, as well as lower levels of counterproductive behaviors such as shirking job duties. Even more physiological outcomes, such as how well employees sleep and the state of their health, have been linked to fair treatment.

Employees who feel fairly treated trust their supervisors more, which reduces uncertainty and fear of being exploited by the organization. Fair treatment elicits positive emotions, which in turn prompts behaviors like citizenship. Despite all attempts to enhance fairness, perceived injustices are still likely to occur. What one person sees as unfair, another may see as appropriate. In general, people see allocations or procedures favoring themselves as fair. Your coworker’ reactions to injustice can be just as important as your own. Research is beginning to suggest that third-party, or observer, reactions to injustice can have a substantial effect.

For example, a coworker watches your supervisor berate you: If you deserved it, the coworker would probably be content; if you didn’t, the coworker would probably be angry with your supervisor. Research also suggests that how your coworkers treat customers also affects your justice perceptions.