This Research was aimed to check the impact of Organizational justice on employee's productivity in MNC of developing countries like Pakistan. A lot of people worked directly on organizational justice impact on citizenship behavior but no one consider the dimensions of OJ and tried to find out that what is the strongest element in organizational justice influencing the organizational citizenship behavior. 300 employees of MNC (Nestle, Uniliver, Pepsico and Procter and gamble) were selected through random sampling and data was collected through questioner of Sharliki which he used in 1996 in organizational justice theory containing close ended Questions. Data was collected through close ended questions and statistical analysis was performed by SPSS regression and correlation analysis. Here I found the dimensions of organizational justice and find out the sequence of strongest to weakest element. The management of people at work in compensating and rewarding them is an essential of the management Process. Those organizations which want to increase employee performance over long run they do not consider the capital investment they are making on employees. Organization will more prosper if employees are satisfied with their packages. It is not always possible to make all the employees happy but their dissatisfaction can be minimized by compensating and promoting them with justice. Justice increases the level of employee trust on organization that organization is willing to work for the employee's growth rather than organizational growth. Organizational justice also encourages the level of employee commitment that they want to stay in the organization for longer period of time. It increase the job satisfaction and in result job satisfaction increase employee willingness to work for organization without reward.
Organizational Justice, Citizenship Behavior, Justifiable promotions, equitable compensation, Impersonal Relationships, Employee Trust, Employee organizational Commitment, Job Satisfaction
