Vol. 8, Issue 1, Part A (2026)

This research investigates employee perceptions of organizational justice across different job tenure groups, focusing on fairness in rewards, work distribution, compensation, decision-making, and other aspects of organizational processes. Using ANOVA analysis, the study reveals that job tenure significantly influences employees' views on fairness, transparency, and trust in decision-making, with longer-tenured employees exhibiting more diverse perspectives. While compensation fairness and rule consistency were perceived similarly across all tenure groups, perceptions of fairness in work distribution and benefits showed notable variations. The findings suggest that organizations should customize their fairness practices to address the unique needs of employees at various stages of tenure, emphasizing transparent communication and involvement in decision-making. Practical implications include the need for tailored policies, supervisor training, and improved organizational justice practices. The study's limitations include its regional focus and the subjective nature of employee perceptions. Future research could explore the broader implications of tenure on organizational justice across different industries and demographic factors.