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(Lind 2001). If an individual considers the working of procedural justice, he/she will have commitment and motivation to cooperate with group members to accomplish the tasks of management to accomplish the goals (Blader and Tyler 2003). Globalization has complicated the processes in procedural justice through the involvement of various transnational actors, who are not limited in a particular territory. Globalization has complicated the implementation of procedural justice through foreign investment crossing the boundaries of any particular state. For example, the government is asked to interfere with the activities of the businesses investing in another country. Some businesses may engage in illegal and unethical activities in a foreign country. People suffering the consequences of illegal activities need redress of their grievances. The public personnel manager needs to introduce a comprehensive way to develop procedural justice for the operations of the businesses, both within the country and also outside its borders. For example, the killings of more than eleven hundred people in Bangladesh in an industrial disaster led to their grievances being brought to the forefront of worldwide attention. The government employees may be involved in tasks stationed abroad. The government employees are involved in multi-various activities abroad. The public personnel manager is responsible for providing the ways to establish procedural justice in any activities crossing boundaries. Procedural justice leads to satisfaction rates, reduction of turnover and increased trust of the employees for their managers. Rubin (2009), in a study based on the Department of Defense, found a positive relationship between procedural justice intentions and turnover intentions, satisfaction, and trust in management. Similarly, perceptions of workplace justice influence both workplace attitudes, including satisfaction, commitment, absenteeism, turnover, individual and organizational performance (Simons and Roberson 2003). It can determine just how much trust people have in the other party in the transaction (Brockner et al. 2001). Lind and Tyler (1988) found that, despite the positive outcome, an inappropriate process can lead to dissatisfaction. On the other hand, “fair and just can make negative outcomes more palatable—an idea that is especially important in the limited resource environment of government” (Rubin 2009, p. 126.).
Challenges of Participation Increasing use of the Internet and technology has opened up opportunities for participation. One of the major challenges for HR is to maintain the participative decision making. The public sector management needs to
