Moreover, interactional aspects of organizational justice can (and sometimes do) differ substantially from procedural and distributive elements of organizational justice. In fact, interactional justice can even be used as a mechanism of attempting to compensate employees for unfairness and inequity in the other component elements of organizational justice.
Procedural justice is most directly determinative of employee perceptions precisely because it determines the extent to which employees have opportunities to qualify for advancement and for greater consideration in connection with resource allocation and reward distribution. The procedural justice component outlines the respective ability of employees to pursue their fair share of responsibility, receive recognition of their commitment to the organization, and the relative quality of their work. Specifically, procedural justice requires transparency and the absence of bias in job performance measurement, salary, and advancement opportunities.
In principle, interactional justice is preferable to its absence, but it is comparatively meaningless without distributive justice and procedural justice. Distributive justice is certainly important, but it is capable of both ensuring equity and fairness and of supporting inequitable and unfair policies and practices depending on the underlying processes that determine the standards and criteria reflected in those distributions. Ultimately, procedural justice is the most crucial component of organizational justice because procedural justice shapes the manner in which equity and fairness are implemented in ways that correspond to meaningful opportunities for employees..