Interactional justice is defined by sociologist John R. Schermerhorn as the "...degree to which the people affected by decision are treated by dignity and respect" (Organizational Behavior, 2013).
The first labeled interpersonal justice, reflects the degree to which people are treated with politeness, dignity, and respect by authorities or third parties involved in executing procedures or determining outcomes.
Where more adequacy of explanation is prevalent, the perceived level of informational justice is higher (Sam Fricchione, 2006).
It is important that a high degree of interactional justice exists in a subordinate/supervisor relationship in order to reduce the likelihood of counterproductive work behavior.
[1] A victim of interaction injustice will have increased expressions of hostility toward the offender, co-workers, or the entire organization which can manifest in actions of counterproductive work behavior[2] and reduce the effectiveness of organizational communication.