The primary purpose of this study was to determine whether the behaviors that an organization has chosen to measure as indicators of individual performance were related to the organizational outcomes. In addition, the study explored the relationship of four organizational justice constructs and overall satisfaction on these organizational outcomes.

To investigate these relationships, research was conducted within a major airline with flight operations throughout the world. The participants were the primary contacts from each travel agency and corporate account of the 90 Sales Manager employees of the North America Field Sales & Marketing Division. Two types of measures were used in this analysis. The first type was a rating of behaviors and organizational justice/satisfaction constructs which were used as predictor variables. These ratings were obtained through surveys which consisted of items that measured Sales Managers' specific behaviors and organizational justice/satisfaction variables. The survey was administered by an independent benchmarking company, via an online link over the internet to the 3,562 travel agency and corporate account primary contacts handled by these Sales Managers. The second type of measure consisted of travel agency and corporate account outcomes which were used as a criterion variable. These measures consisted of account specific sales performance data over four discrete time periods.

The relationship between the predictors and criterion were examined using four analytical procedures including Correlations, Generalized Estimating Equations (GEE), Exploratory Principle Components analysis, and Hierarchical Regression analysis. The results of this study found support for a relationship between behaviors and outcomes; however, the results revealed one general behavior construct, and therefore, the individual behavior items could not be identified. Furthermore, the researcher found that the organizational justice/satisfaction items contributed to the variance in the outcome measure beyond that of the behavior variable. The results indicated that there was one overall organizational justice/satisfaction construct.

The study contributed to the current research by supporting the common assumption often made by organizations, that employee behaviors influence organizational outcomes. The study also found support for a relationship between organizational justice/satisfaction and organizational outcomes.