THE EFFECTS OF DISTRIBUTIVE JUSTICE, PROCEDURAL JUSTICE AND INTERACTIONAL JUSTICE ON ORGANIZATIONAL COMMITMENT (Study on Serambi Indonesia Employees of PT.Aceh Media Graphic)

This study to determine the effect of distributive justice, procedural justice, and interactional justice on the organizational commitment of employees at Serambi Indonesia PT Aceh Media Graphic. This study involved 68 permanent employees at Serambi Indonesia. The data collection in this study was carried out using primary data with interviews and questionnaires. The data analysis technique in this study used multiple linear regression analysis and the results showed that Distributive Justice had a positive and significant effect on organizational commitment, procedural justice had a positive and significant effect on organizational commitment and interactional justice had a positive and insignificant effect on organizational commitment. For further research,.


INTRODUCTION
Human Resources is the most important thing and also a determining factor in a company because it can contribute to the company's achievements,With this, companies must realize that companies really need qualified and reliable human resources. Many companies implement various ways to manage their employees to be the best according to company goals. But in other matters, it cannot be denied that there are always differences of opinion and also a lack of commitment within the organization and the existing leaders are not as expected, where these events often occur in a company. The management of human resources in several companies is also influenced by various attitudes and behaviors of the employees themselves so that it is in this situation that conflicts occur within the company which will cause new problems in the company.
The phenomenon of organizational commitment that is occurring in the Serambi Indonesia company today is that there is a lot of decline in employee attendance which indicates that employee commitment is experiencing instability resulting in declining company performance, as well as increasing complaints from customers or the public. There are several possibilities that occur within the company, one of which is where employees feel the company does not treat their employees fairly so that employees will evaluate everything they receive compared to what they give to the organization. The phenomenon of organizational commitment that occurs is caused by expected welfare. This was explained by Thibaut and Walker (1988)  Procedural justice is the perception of fairness towards the procedures used to make decisions so that every member of the organization feels involved in it. Procedural justice is a system or process implemented by their superiors to evaluate employee performance, as a means of making decisions that result in rewards and sanctions. Procedural justice (procedural justice) relates to processes or procedures for distributing awards. Schumunke, Ambrose, and Cropanza (2000) in Yohanes B. and Rini Puspita W. (2005) say that companies or organizations with a high degree of centralization are more likely to be viewed procedurally as unfair than centralized companies or organizations. Bass (2003) in John B. and Rini Puspita W. Based on the theoretical opinions above, it can be concluded that procedural justice is justice related to subordinates' perceptions of the entire process implemented by their superiors to evaluate their performance, as a means of communicating performance feedback and determining rewards for them such as promotions or salary increases.

Interactional justice
Interactional justice refers to the extent to which authority given to employees is properly communicated (Jawad et al., 2012). In general, interactional justice displays a condition of activity that does not intersect with work, but rather on aspects of interaction both informationally and interpersonally (Yaghoubi et al., 2011). Interactional justice is the key to forming work motivation and commitment to the organization. Interactional justice is related to the combination of a subordinate's trust in his boss and justice that appears in the daily work environment (Bass, 2003).
In interactional justice, it is assumed that humans as members of social groups are very concerned about signs or symbols that reflect the position of employees in groups (Tyler in Faturochman, 2002). Then Colquitt (2001) added that interactional justice is an assessment of the fairness of the treatment done by superiors to employees. Things that can be used as indicators in assessing interactional justice include judgment (reasons about decisions based on judgment), truth (about honesty of judgment), caring, and appropriateness (deserving treatment given). Interactional justice is the assumption that an important aspect of justice when people deal with power holders is respect and appreciation as a reflection of social sensitivity to those in power.
In general, interactional justice is a condition of activities that are not related to work, but rather on aspects of interaction both informationally and interpersonally. Understanding interactional justice is the key to the formation of work motivation and commitment to the organization. Interactional justice is related to the combination of a subordinate's trust in his superiors with justice that appears in the everyday environment.

Organizational commitment
Allen and Meyer (1997) formulate a definition of commitment as a psychological construct which is a characteristic of the relationship between members of an organization and its organization and has an influence on an individual's decision to continue membership in an organization. According to Alan and Meyer (1997) there are 3 components in organizational commitment, namely: (1) affective commitment, namely employees have a strong desire to continue working within the organization because they have aligned goals and values. (2) Continuance Commitment, namely this type of commitment encourages a person to stay in the organization because of the profit or loss analysis he gets. The economic value that they feel is profitable will encourage employees to stay in the organization rather than leaving it. (3)  Organizational commitment is a behavioral dimension that can be used as a benchmark for evaluating the strength of members within an organization in carrying out their duties and obligations to the organization. Commitment can be seen as a value orientation towards the organization which shows that individuals think highly of, pay attention to and prioritize their work and organization. Individuals voluntarily give all their efforts and develop their potential in order to help the organization achieve its goals. Organizational commitment is the most important thing in a company, namely the degree to which employees associate themselves with a particular organization and its goals, and hope to maintain membership in the organization.

RESEARCH METHODS
This research is quantitative in nature and uses multiple linear regression analysis with the independent variables distributive justice, procedural justice and interactional justice and the dependent variable organizational commitment. The population of this study were 217 employees with the sampling method in this study using the Slovin formula (Sugiono 2013). Based on calculations using the Slovin formula with a 90% confidence level and a 10% error rate, a sample of 68 employees was obtained. The data collection method uses a questionnaire to obtain primary data. As for the secondary data in this study in the form of the number of employees, organizational structure, and company profile as well as data on gender, age, level of education, length of work and status.

RESEARCH RESULTS AND DISCUSSION
The following are the results of a research analysis regarding the effect of organizational commitment, work stress and transformational leadership on employee turnover intention.

Multiple Linear Analysis
Testing the hypothesis in this study was carried out using multiple linear regression used to test the hypothesis regarding the effect of the independent variables on the partially dependent variable.   Table 4.17, the test results for the coefficient of determination can be seen that the adjusted r-square value is .556. This shows that the level of turnover intention is influenced by distributive justice, procedural justice and interactional justice simultaneously by 55%. While the remaining 45% is organizational commitment.

Individual Parameter Significance Test (Statistical Test t)
Significant t testing can be done through significant observations at the levelalpha of %.
The analysis is based on a significance value of 0.05 where the conditions are: if the significance value is <0.05 then the hypothesis is tested, which means that the independent variables affect the dependent variable. And if the significance > 0.05, the hypothesis is not tested, meaning that the independent variable has no effect on the dependent variable. justice have a positive and significant effect on organizational commitment while interactional justice has a positive and insignificant effect on turnover intention.

Effect of distributive justice (X1) on organizational commitment (Y)
The results of testing the distributive justice variable (X1) on organizational commitment (Y) obtained a t-count of 3,176 > 1.998 t-table, and a significant value of 0.002 <0.05. So it can be concluded that distributive justice has a positive and significant influence on the organizational commitment of permanent employees at Serambi Indonesia. This implies that the higher the level of distributive justice carried out by the company, the higher the level of employee organizational commitment. With the level of employee organizational commitment, this will have a good impact on the sustainability of the company as well.

Effect of procedural justice (X2) on organizational commitment (Y)
The results of procedural justice variable testing (X2) on organizational commitment (Y) obtained a t-count of 3,482 > 1.998, and a significant value of 0.001 <0.05. So it can be concluded that procedural justice has a positive and significant influence on the organizational commitment of permanent employees at Serambi Indonesia.Where employees consider that this aspect of procedural justice is the main shaper of job satisfaction for employees in being committed to the organization, therefore management needs to maintain consistency in decision-making procedures according to the difficulties of employees and there is no comparison in each procedure for employees.

Effect of interactional justice (X3) on organizational commitment (Y)
The results of procedural justice variable testing (X2) on organizational commitment (Y) obtained a t value of 1.047 <1.998, and a significant value of 0.229 > 0.05. So it can be concluded that procedural justice has a positive and not significant effect on the organizational commitment of permanent employees at Serambi Indonesia. This can be interpreted that interactional justice does not occur and has no effect on organizational commitment, but the existence of interactional justice has a positive impact on the company, namely the long-term relationship between superiors and subordinates will be established in a sustainable manner.

Conclusion
Based on the results of testing the research that has been done regarding the influence of distributive justice, procedural justice and interactional justice on organizational commitment, the following conclusions can be drawn: 1. Distributive justice (X1) partially has a significant effect on organizational commitment (Y).This means that the higher the employee feels fairness in the distribution of both in terms of wages and expenses, the higher the level of employee organizational commitment to work.
2. Procedural Justice (X2) has a positive and significant effect on employee organizational commitment (Y). This means that the higher the employee feels fairness in implementing regulations, the higher the level of employee organizational commitment to work.
3. Interactional Justice (X3) has a positive and insignificant effect on organizational commitment (Y) of employees. This means that there is no relationship that affects the interactional justice of the company on employee organizational commitment.