Exploring the Role of Interactional & Procedural Justice in Preventing Moral Disengagement within an Organization

To work well, employees need mental peace regarding the office environment and interpersonal relations. With increasing competitiveness in the corporate world, organizations are racing against each other to provide maximum output in minimum time, which may compromise occupational safety. The organization’s psychological safety climate, which includes mechanisms to provide justice to employees, has a long-term impact on employees’ decisionmaking skills. A dysfunctional justice system may lead to underreporting of safety risks and the development of a culture of moral disengagement and blatant disregard for rules. At time 1, data was collected from employees of manufacturing organizations [$\mathrm{n}=343$, response rate $=57 \%$], and at time 2 [n=220, response rate $=\mathbf{4 1 \%]}$. Partial Least Square, structural equation modeling technique was used to evaluate the proposed framework. Results showed a meaningful relationship between procedural justice and reporting attitude with safety moral disengagement. While interactional and procedural justice moderated the relationship between reporting attitude and safety moral disengagement but not with psychological safety climate. The study fills an important gap in the literature about the role of procedural and interactional justice with respect to workers’ moral disengagement from safety practices.

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