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important findings: first, COMT was insignificantly correlated with PROJUST (B=0.095; t=0.604),
therefore H1 was not supported. Second, INVOL was significantly correlated with PROJUST (B=0.220;
t=2.280), therefore H2 was supported. Third, PERFEV was insignificantly correlated with PROJUST
(B=0.189; t=1.557), therefore H3 was not supported. This result confirms that communication and
performance evaluation are not important determinants of procedural justice. Conversely, involvement is
an important determinant of procedural justice in the hypothesized model.

Implications
The findings of this study show that COMT and PERFEV do not act as important determinants
of PROJUST. Conversely, INVOLV does act as an important determinant of PROJUST. In the context of
this study, management has taken proactive actions to plan, maintain, and monitor pay for performance
based on the broad policies and procedures set up by their stakeholders. The majority respondents
perceive that the levels of COMT, INVOLV, PERFEV and PROJUST are high. This situation explains
that implementation of COM and PERFEV in executing pay for performance may not lead to higher
PROJUST. Conversely, implementation of INVOL in executing pay for performance may lead to greater
PROJUST in the studied organizations. Therefore, current research and practice within compensation
management model need to incorporate COMT, INVOLV and PERFEV as critical dimensions of the pay
for performance domain. The findings of this study further suggest that the ability of management to
appropriately implement COMT, INVOLV and PERFEV may strongly enhance positive work outcomes
(e.g., satisfaction, commitment and non-technological innovation). Thus, these positive outcomes may
lead to maintained and supported the organizational strategy and goals in an era of global uncertainty and
turbulence environments.
This study provides three major implications: theoretical contribution, robustness of research
methodology, and practical contribution. In terms of theoretical contribution, the findings of this study
reveal that implementation of INVOL is consistent with the notion of role theory (Graen, 1976) and
leader-member exchange theory (Graen & Uhli-Bien, 1995), which explain that the willingness of
management to appropriately implement INVOLV in pay for performance plans has been an important
determinant of procedural justice. This finding also has supported and extended studies by (McShane et
al., 2015; Tyler & Blader, 2008; Walumbwa et al. 2008). On the other hand, implementation of COM and
PERFEV in pay for performance plans has not enhanced PROJUST. A careful observation of the semi-
structured interview outcomes shows that this result may be affected by external factors: first, managers
have utilized different communication styles and this differentiation may decrease their abilities to
deliver clear pay information to employees who work at different hierarchical levels. Second, managers
have practiced dissimilar assessment styles and this situation may cause inconsistency in determining
performance scores to employees who work at different job categories. These factors may overrule the
effectiveness of pay for performance plans in the studied organizations.
In regard with the robustness of research methodology, the survey questionnaire data used in this
study have satisfactorily met the requirement of validity and reliability analyses. This condition could
lead to the production of accurate and reliable findings. In regards with practical contribution, the
findings of this study may be used as guidelines by management to improve the administration of pay for
performance plans in studied organizations. The objective may be realized if management pay more
attention on the issues: firstly, executive development methods and content should be customized with
the organizational goals. For example, content of the development program should emphasize on spiritual
and soft skills. While, case study and team building methods should be given a priority to enable
managers gaining new knowledge and practicing good spiritual values and soft skills in the interactions
with employees who have different personality traits and needs. Secondly, amount of monetary reward
should be revisited according to present internal organizational changes and external competitiveness
variables in order retain and motivate high competent and skill employees to support the organizations’
strategy and goals.
Thirdly, recruitment and selection policies and procedures should be focused on selecting
knowledgeable, experienced and proactive personality employees to fulfil critical positions. Such
employees may show good examples by conducting mentoring, coaching and counselling for junior
managers and supervisors to meet yearly job targets. Finally, social support should be encouraged
between managers and followers, and between co-workers in order to strengthen employees’ connection
with their job and this may help to enhance employees’ commitment with job and well-being in the