Dear Sunanda-Bhattacharya,
Since the very concept " organizational Justice " refers to employee perception of fairness in the work place, certainly it is connected and influential with industrial relations not only in India but everywhere organizations exist. What is meant here by employee perception is how the employees judge the behaviour of the organization and how this behaviour is related to employees' basic attitudes and reciprocal behaviours towards the organization. It comprises of three main forms viz., distributive, procedural and interactional.
The sense of distributive justice emanates from the employees' belief that both tangible outcomes like pay and intangible outcomes like positive feed back. In short, when employees believe that they are paid or treated equally, then it results in distributive justice.
Whereas distributive justice focuses on outcomes, procedural justice focuses on the fairness of the decision making process or processes that leads to these outcomes. The fairness of the procedures are determined by the aspects of consistency, accuracy. ethicality and absence of bias in the very process of decision-making.
Interactional justice focuses on the considerate treatment meted out to the employees when decisions are made and thus it gets broken down into interpersonal justice qualified by respectful and courteous treatment to employees and informational justice marked by effective communication of the decisions affecting the employees.
In the Indian context, the strikes and agitations by workers marked by violence resulting in loss of precious lives of top level managerial personnel, criminal prosecution of a no of workers and losses to the tune of tens of crores of rupees to be cited as examples are the ones in Honda Motor Cycles and Scooters India, Gurgeon(2005), Graziao Transmissione (2008), Mahindra & Mahindra (2009), PRICOL, Coimbatore (2009) and Maruti Suzuki, Manesar Plant (2010).
If you analyze the above cases most of them relate to demands of temporary/ contract workmen for higher wages or regularization and one or two might be due to union-management tussle on matters of discipline or recognition. Such a sordid state of affairs is indicative of the perception of disbelief by certain section of workmen about their respective managements.
After all ideal industrial relations refers to the collective, amicable and fair determination of basic employment conditions and their effective implementation only. Therefore, scuttling unionization, casualisation or contractualisation of perennial jobs for the sake of easy hire and fire, non-payment of monetary compensation like wages, bonus etc., for jobs of same or similar nature on par with permanent employees of the organization are indicative of organizational injustice that can have an adverse impact on industrial relations. To achieve overall organizational justice promoting cordial industrial relations in the modern era, Indian managers need a lot of unlearning and the the employees need a lot of learning.