NEW PERSPECTIVE ON ORGANIZATIONAL JUSTICE (OJ) AND POSITIVE ORGANIZATIONAL BEHAVIOR (POB): A SYSTEMATIC REVIEW

Purpose of the study: This paper aims to discover the new perspective of organizational justice (OJ) and positive organizational behavior (POB) using a systematic review. Methodology: This study is based on 5.530 articles from the Digital library ScienceDirect, Proquest, EBSCOhost, JSTOR, Springer. This study uses articles published in 2011 2020 relating to OJ and POB with a systematic review method. Findings: Results from new perspectives of organizational justice (OJ) and positive organizational behavior (POB) are explored. Besides, procedural and distributive justice have the highest correlation in POB, followed by interpersonal Justice (IPJ) and informational justice (IFJ). In terms of POB outcomes, organizational commitment has the highest frequency as an OJ outcome, followed by OCB, job satisfaction, organizational trust, work performance, and the most rarely is pay satisfaction. Applications of this study: This paper identifies the configuration of thematic clusters in OJ and POB, the evolution of both fields in determining strategy policy needed, and in placing new research appropriately to avoid getting trapped in the wilderness of science. Novelty/Originality of this study: This is the first paper to jointly analyze clarity of the new perspective and conceptualization of organizational justice (OJ) and positive organizational behavior (POB).


INTRODUCTION
Employees' perceptions of justice determine the quality of the exchange of relations with the organization (Swalhi et al., 2017). When employees feel treated fairly by the organization and their authorities, they will feel obliged to create positive behavior in return (Ghosh et al., 2017). Organizational justice, unfortunately, has different dimensions that are not yet conclusive. Many of the researchers propose various aspects of organizational justice. Five, four, three, two, and even one point, also have different outcomes ( McFarlin & Sweeney (1992) and developed by Colquitt et al. (2013), which show the personal outcome, including pay satisfaction and job satisfaction. Organizational outcomes include organizational commitment, job performance, organizational trust, and OCB. That encouraged the research to answer the question, "what are the new perspectives of organizational justice and positive organizational behavior?" using systematic reviews as an essential source in summarizing evidence on a particular topic (Briner et al., 2009;Garg et al., 2008).
This study aims to find new perspectives of organizational justice (OJ) and positive organizational behavior (POB) using systematic reviews. The resource article from digital library ScienceDirect, Proquest, EBSCOhost, JSTOR, and Springer publications from 2011 to 2020 to analyze clarity the new perspective and conceptualization of organizational justice (OJ) and positive organizational behavior (POB). In the next section will be explained methods, discussion, up to future research.

METHODOLOGY
A systematic review is a rigorous procedure in identifying, assessing and synthesizing all relevant research results related to the research questions, specific topics, or phenomena of concern by using strategies to limit bias (Briner et al., 2009;Garg et al., 2008;Kitchenham, 2004), as well as being the "gold standard" in assimilating and digesting research (Oxman et al., 1994;Remme, 2004). Humphrey (2011) also emphasizes the importance of developing literacy through systematic review to find a technical frame for further investigation and to place new research activities appropriately (Kitchenham, 2004), and also used in social science (Cooper, 2016; Hadi &Supardi, 2020; Supardi & Hadi, 2020). 3. Insignificant correlations with one of six positive organizational behavior at the level of significance of each article by looking at the level of significance and alpha 0.05. This process reveals positive relations in all relationships.  Lambert & Hogan (2013) in the dataset which does not show the value of correlation and level of significance between organizational justice and positive organizational behavior explicitly. However, it reveals the influence between the dimensions of organizational justice and dimensions of positive organizational behavior. In contrast to Firozi et al. (2017), the article he wrote did not directly show a correlation between organizational justice and job satisfaction but showed the dimensions of the job; thus, it could not be included in organizational justice and positive organizational behavior. Jiang et al. (2015) use three types of country samples to see organizational justice and positive organizational behavior, including China, Korea, and Australia. Data reduction is needed including in the correlation. Therefore, the researchers take the research sample data of Jiang et al. (2015) from China as the most significant sample of two other countries.
The procedure of Frequency Vote Counting reveals that four organizational justice has positive correlation categories, including (a) distributive justice, (b) procedural justice, (c) interpersonal justice, and (d) informational justice. These dimensions of organizational justice show a statistically significant correlation with positive organizational behavior in evaluating the significance of four organizational justice. This article uses the Pearson correlation coefficient to see the effect size (Cohen, 1988).
The study's effect size is determined by a conventional definition of a correlation coefficient of 0.1, indicating a small effect size. A correlation coefficient of 0.3, a medium effect size, and a correlation coefficient of 0.5 show a big effect size-these conventional effect sizes from the average value in published studies. To get a medium to large effect size, a correlation coefficient ≥ 0.30 can be used. (Cohen & Cohen, 2003;Rosenthal & Rosnow, 2008).
The data in this article show the study that has small effect size that is the correlation between distributive justice and job satisfaction 0. The correlation between procedural justice that has a small effect size on positive organizational behavior is the correlation between procedural justice and Job satisfaction0. Therefore, as many as 23 correlations of organizational justice and positive organizational behavior have small effect sizes and deleted from further consideration in Systematic Review. The reason is that management practitioners must focus on providing organizational justice, which has the strongest correlation with positive organizational behavior rather than those with weak correlation.
Positive organizational behavior in this study, including pay satisfaction, has similarity to pay level satisfaction (Arya et al., 2017); thus, all related to pay satisfaction included in one theme that is pay satisfaction. Organizational commitment has a detail naming interpretation but still in the organization level such as Affective commitment, Normative commitment

New Perspectives of Organizational Justice
At this stage, the addition of sub-Node the Nvivo12 plus is performed on each independent variable and the dependent variable to determine the themes of organizational justice and positive organizational behavior. The results of articles in this dataset included in the table according to the issue of organizational justice and positive organizational behaviorthe theme of organizational justice and operational definitions in Table 4. Descriptive topics resulted from organizational justice are distributive, procedural, interactional, interpersonal, and informational justice.  Informational justice explains why specific rules, regulations, and procedures were adopted and why outcomes are distributed in a particular manner (Boateng & Hsieh, 2019). Informational justice is an adequate, honest explanation (Firozi et al., 2017). Informational justice explanations provide people that convey why procedures are used in a certain way or why  (Kamani & Namdari, 2012). Informational justice is the perceived fairness of the appropriate explanation or justification of outcomes (Kim, 2016). Informational justice is fairness related to providing adequate and truthful explanations about procedures and outcomes . Informational justice is the perceived fairness of which employees have an adequate explanation and rationale for the decision from the authority (Moon et al., 2014). Employees receive all necessary information (Otto & Mamatoglu, 2015). Informational justice is the perceived fairness of which employees have an adequate explanation and rationale for the decision from the authority (Rafael et al., 2017). Informational justice is sharing relevant and proper information with employees (Shan et al., 2015). Informational justice is providing candid, honest explanations (Suifan et al., 2017). The extent to which explanations are given is compatible with the decisions reached (Tziner & Sharoni, 2014).
New perspectives of organizational justice from the dataset produce five descriptive themes. However, from those five descriptive themes of organizational justice above, they are categorized into four specific topics. The definition of interactional justice has similarities with interpersonal justice. Those four descriptive themes of organizational justice are including distributive justice, procedural justice, interpersonal justice, and informational justice. These results explicitly supported by a meta-analysis conducted (Colquitt, 2001(Colquitt, , 2008 The operational definition of those four themes of organizational justice explained as follows: (a) Distributive justice, justice of resource allocation in the distribution process (outcome) and Rewards to individuals in the organization (such as compensation justice, promotion, rewards, assignments, evaluations, and penalties), (b) Procedural justice, procedural justice and the decision-making process used in allocating resources to achieve outcomes and rewards for the individuals within the organization, (c) interpersonal justice, interpersonal treatment justice between superiors to subordinates with sincerity, respect, courtesy, dignity when planning and implementing outcomes in the organization, (d) Informational Justice, justice that felt from an adequate, relevant, and honest explanation of the decision why the consequences distributed with specific procedures. Those themes are still related to contemporary management and research practices. None considered outdated because they are still consistently used in the last nine years or until 2019, as a dimension of organizational justice.

New Perspectives on Positive Organizational Behavior (POB)
The approach of data reduction aims to facilitate research analysis and synthesis (Priola, 2016). The operational definition of positive organizational behavior follows the principles of thematic synthesis from dataset studies, beginning with analyzing, coding, and translating into general conceptualizations based on their research instruments (for example, what they study and measure). The process of converting dataset studies is by grouping organizational positive behavioral themes contained in each dataset study. The findings of the POB descriptive theme from the dataset are: pay satisfaction, job satisfaction, organizational trust, job performance, organizational commitment, and OCB.
The definitions of the POB dimension have sources to show the actual descriptions of various dataset studies. Descriptive themes, operational definitions, and sources of original definitions in Table 5. The amount of overall positive or negative affect (or feelings) that employees have toward their pay (Arya et al., 2017). The pay-level dimension represents satisfaction with current direct compensation (pay). The pay raise dimension represents changes in pay level. The pay structure dimension focuses on pay rates for different jobs (Arya et al., 2017). The positive or pleasant experience results from an individual's commitment to their work-related skills (López-Cabarcos et al., 2014). Job satisfaction is a mood that is positive and contented, which resulted from the assessment of their experiences and job (Demir et al., 2017). Job satisfaction is an individual's attitude towards his work (Fatimah et al., 2011). Job satisfaction is a pleasant and positive emotional reaction to experiences in one's job and career (Firozi et al., 2017). Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one's job or job experience (Kim, 2016). Job satisfaction is the degree to which workers are satisfied or dissatisfied with their jobs (Mashi, 2017). Job satisfaction is how employees feel about different aspects and segments of their jobs (Suifan et al., 2017). Employees' attitudes or opinions on work itself and related environments are a whole emotional reaction to their work roles (Yuan et al., 2016). Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one's job and job experience (Zeinabadi & Salehi, 2011).

Organizational trust
Individuals in the organization have a strong belief that they will get results guarantee in the future when they work and bind themselves to the organization.
Belief to work and bind selves to an organization by the expectation held by individuals or groups to get the guarantee in the future What the received by employees from their organization, which, in turn, leads to a perceived assurance of agreeable expectations in the future (Biswas & Kapil, 2017). Horizontal trust is a relationship between peers in similar working environments. Vertical trust is the relationship that an individual employee forms with a supervisor, senior managers, or organization (Chen et al., 2015). Organizational trust is the willingness of a party to be vulnerable to another party's actions based on the expectation that the other will perform a particular action necessary to the trustor (Tlaiss & Elamin, 2015). Organizational trust as expectancy by an individual or a group, the word, promise, verbal or written statement of another individual or group can be relied upon (Zeinabadi & Salehi, 2011).

Job performance
Job performance is individual work contributes to the organization, which is appropriate to the primary function of work formally.
Employees' result of job performance which is determined in the tasks description to fulfill organizational goals Evaluated in terms of proficiency with which an individual carries out the tasks prescribed in his or her role descriptions . Actions, behavior, and outcomes that an employee contributes to fulfilling organizational goals (Otto & Mamatoglu, 2015).
Job performance enacts the duties and responsibilities of a given role (Swalhi et al., 2017). Behaviors are assessed by a formal employee evaluation system and those outlined in the employee job description. (Swalhi et al., 2017). Organizational commitment is a term that aims to explain human attitudes and behaviors at work-an employee's affective or emotional reactions to the organization (Buluc, 2014). An employee's attachment to an organization, leads individuals to act consistently with their beliefs and strengthens their involvement in the organization (López-Cabarcos et al., 2014). An employee identifies with a particular organization and its goals and wishes to maintain membership in the organization (Cheng, 2014). The psychological state of employees identifies with their organization's philosophy and goals (Chen et al., 2015). Organizational commitment is a cognitive or belief state of psychological identification with a particular job (Chou et al., 2013). Organizational commitment is the level of the individual's inclusion of themselves to organ processes and identifying themselves with the organization (Demir et al., 2017). 'emotional attachment to, identification with, and involvement in the organization (Jiang et al., 2015). Organizational commitment is an individual's psychological attachment to an organization (Kim, 2016). Organizational commitment is a psychological state characterizing an employee's relationship with the organization and with implications for the decision to stay as a member of the organization or not The type of positive attitude and behavior that an organization like the most since it is a form of bond between employee and organization based on vision, values, and emotional bound (Tjahjono, 2014 requirements is beneficial to the organization (Fatimah et al., 2011). Individuals' extra-role behaviors persistent step toward achieving organizational goals with extra effort and not only prepare the grounds for such an achievement but they also protect the organization in one way or another (Kamani & Namdari, 2012). OCB is an extra-role behavior of going above and beyond what is expected in an organization (Lambert & Hogan, 2013). OCB is conscientiousness (i.e., behaviors that go beyond those expected by specific role requirements), altruism (i.e., behaviors that help other members), civic virtue (i.e., behaviors that entail political participation). Sportsmanship (i.e., behaviors that avoid complaining and aggravating unpleasant situations) and courtesy (i.e., behaviors that prevent problems from occurring) (Lim & Loosemore, 2017). Individual behavior that is discretionary not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the organization's effective functioning" (Mashi, 2017). This discretionary behavior, which is neither formally recognized nor rewarded (Tziner & Sharoni, 2014).
Descriptive themes of positive organizational behavior (POB) from the dataset result in 6 descriptive themes. These explicitly supported by the study of McFarlin & Sweeney (1992) stated that organizational justice outcomes have two outcomes, including individual outcome and organizational outcome. Those six descriptive themes by two parts, namely individual outcome, and organizational outcome. The most dominant individual outcomes are pay and job satisfaction. In contrast, the most dominant organizational outcomes are organizational trust, job performance, organizational commitment, and Organizational Citizenship Behavior (OCB), that is supported by a meta-analysis conducted by Colquitt (2001Colquitt ( , 2008 The operational definitions of the six positive organizational behavioral (POB) themes are as follows: (a) Pay Satisfaction: Attitudes/feelings (positive/negative) that employees have over their current wages, changes in wage rates, and methods of remuneration to employees. (b) Job satisfaction: Attitudes/feelings (positive/negative), pleasant, and satisfied with the assessment of experience in their works/careers. (c) Organizational Trust: Trust to work and bind themselves to the organization expected that the trust held by an individual or group receives guarantees in the future. (d) Performance: Contribution of employees' performance results determined in the job description in meeting organizational goals. (e) Organizational Commitment: Individual behaviors that are discretionary (informal) encourage an organization to be more productive and efficient without leaving the primary function of duties. (f) Organizational Citizenship Behavior (OCB): Extra roles (beyond the roles, helping, participating, sportsmanship, politeness) achieve organizational goals by the formal reward system but can encourage organizational functions efficiently and effectively. Those themes are still relevant to contemporary management and research practices. They are not considered outdated because they are still consistently used in the last nine years or until 2020 as a positive outcome dimension of organizational justice.

CONCLUSION
New perspectives of organizational justice (OJ) and positive organizational behavior (POB) are procedural and distributive justice have the highest or salience correlation in POB, followed by interpersonal Justice (IPJ) and informational justice (IFJ). In terms of POB outcomes, organizational commitment has the highest level of frequency as an OJ outcome, followed by OCB, job satisfaction, organizational trust, work performance, and the most rarely is pay satisfaction. Interpersonal justice does not affect pay satisfaction, and informational justice only affects on OCB, job performance, and pay satisfaction.
This research provides a rational basis in the selection of configuration recommendations to create and determine strategic policies. This systematic review also creates new perspectives on organizational justice (OJ) and positive organizational behavior (POB). Researchers don't get caught in the scientific wilderness and make sure that "fish don't fly and birds don't swim" in the scientific puzzle (Cooper, 2016). The development of information and communication technology is faster and easier to operate the search and filtering of organizational justice articles and positive