This study examines the relationship between interactional justice and positive workplace outcomes, supervisor relationship satisfaction and organizational citizenship behavior (OCB), through the mediating role of leader-member exchange (LMX) and the moderating effect of justice differentiation. Data were collected from 288 full-time knowledge workers in Thailand using a scenario-based field experimental approach. For data analysis, we employed univariate analysis of variance (ANOVA), two-way ANOVA using SPSS version 25, confirmatory factor analysis (CFA), and PROCESS Macro model 8.
The findings reveal that employees who perceive higher levels of interactional justice exhibit higher levels of LMX, supervisor relationship satisfaction, and OCB compared to those who perceive lower levels of interactional justice. LMX emerged as a significant predictor of positive workplace outcomes, such as supervisor relationship satisfaction and OCB. Furthermore, justice differentiation moderated the relationship between interactional justice and supervisor relationship satisfaction, as well as OCB through LMX. Interestingly, the results indicate that justice differentiation negatively moderates the positive relationship between interactional justice and both LMX and workplace outcomes, including supervisor relationship satisfaction and OCB. This study contributes to the existing literature by highlighting the dual role of interactional justice and justice differentiation in shaping LMX and their subsequent impact on workplace outcomes.

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