1. Organizational Justice The idea of ​​justice has become evident in organizational studies. Researchers and practitioners pay close attention to the concepts of justice in organization because of the potential study findings. Fairness perceptions are used as important factors in explaining, predicting, and understanding human behavior in organizations (Hartman & Galle Jr., 1999; Martin & Bennett, 1996; Viswesvaran & Ones, 2002). As Colquitt et al. (2001a) explain that numerous studies on organizational justice have shown that fair treatment has a significant effect on individual employee attitudes, such as satisfaction and commitment, and on individual behavior, such as participation and civic behavior. Numerous studies explain that justice plays an important role in explaining variance in work attitudes and behaviors. Studies show that management's enforcement of good conduct conveys a positive message to employees that they can be trusted, thereby reducing fear of exploitation while strengthening the legitimacy of the organization's actions (Lind, 2001 , Tyler and Lind, 1992 and Van den Bos, 2001a). Fair treatments will reduce some uncertainties in daily working life and make it possible to predict and control the situation faced by employees (Lind and Van den Bos, 2002 and Thibaut and Walker, 1975). Simple behavior has the potential to bring greater meaning to working life (Cropanzano et al, 2001 and Folger, 1998.).a. Definition and forms of organizational justice The concept of organizational justice is a broad and multifaceted construct, which includes several dimensions. Perceived justice previously discussed in two different perspectives. As Greenberg (1990) details, that begins...... middle of the paper ......1), 137-152. Robinson, S. L., & Morrison, E. W. (1995). Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior. Journal of Organizational Behavior, 16(3), 289-298. Robinson, S. L., & Rousseau, D. M. (1994a). Violating the psychological contract: not the exception but the norm. Journal of Organizational Behavior, 15(3), 245-259. Rousseau, D. (1989). Psychological and implicit contracts in organizations. Journal of Employee Responsibilities and Rights, 2(2), 121-139.Rousseau, D. M. (2001). Scheme, promise and reciprocity: the constituent elements of the psychological contract. Journal of Occupational and Organizational Psychology, 74(4), 511.Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology, 88(3), 432-443.