The purposes of this research were to investigate the level of organizational justice perception and employee engagement and the influence of organizational justice perception and employee engagement at a real estate company. The sample consisted of 175 real estate company employees from 10 departments. The tool used in the study was a questionnaire. The collected data were analyzed by a computer software program to calculate the percentage mean standard deviation One-way ANOVA and simple regression analysis. The study indicated that the majority of respondents were females with the age between 20and 30 years old with bachelor degrees and a maximum of one to five years of work tenure. The analysis of the justice perception and employee engagement levels revealed that the relationship between individuals in the organization was at a high level; however the aspects regarding incomes work process information perception and engagement were at moderate levels. The analysis of hypothesis based on personal factors demonstrated that gender age status education level working age had different levels of justice perception at the statistical significance at 0.05as follows. 1. Employees with different genders had dissimilar justice perception which resulted in the overall organizational engagement in terms of information perception and engagement 2. Employees with different ages had dissimilar justice perception which resulted in the overall organizational engagement in terms of incomes work process and information perception. 3. Employees with different status had dissimilar justice perception which resulted in the overall organizational engagement in terms of incomes work process and information perception. 4. Employees with different levels of education had dissimilar justice perception which resulted in the overall organizational engagement in terms of personal relationship and incomes. 5. Employees with different levels of education had dissimilar justice perception which resulted in the overall organizational engagement in terms of incomes and work process.

The objectives of this research were (1) To study the influence of supervisor’s transformational leadership and organizational justice on job satisfaction of employees of BAAC head office; (2) To study the influence of supervisor’s transformational leadership organizational justice and job satisfaction on organizational commitment of employees of BAAC head office. (3) To validate the causal relationship model of supervisor’s transformational leadership and organizational justice on job satisfaction and the organizational commitment of employees of BAAC head office with empirical data. The variables in this investigation consisted of the following: supervisor’s transformational leadership and organizational justice consist as the independent variables; job satisfaction as mediating variable; and organizational commitment as dependent variable. The researcher used quantitative methods which involved empirical research. The instrument of research was a questionnaire used to collect data from 399 employees from BAAC head office. The statistics used in data analysis were frequency mean percentage and structural equation model analysis. It was found that the model was consistent with the empirical data. Goodness of fit measures were found to be Chi-square (2) = 122.230; Degree of freedom = 150; p-value = 0.952; Relative Chi-square (2/df) = 0.815; Goodness of Fit Index (GFI) = 0.980; Adjusted Goodness of Fit Index (AGFI) = 0.938; Comparative Fit Index (CFI) = 1.000; Standardized Root Mean Square Residual (SRMR) = 0.020 and Root Mean Square Error of Approximation (RMSEA) = 0.000. It was also found that: 1. Supervisor’s transformational leadership had positive and direct influence on employee’s job satisfaction. 2. Supervisor’s transformational leadership had positive and direct influence on organizational commitment. 3. Organizational justice in the dimension of distributive justice had positive and direct influence on job satisfaction. 4. Organizational justice in the dimension procedural justice had positive and direct influence on job satisfaction. 5. Organizational justice in the dimension of distributive justice had positive and direct influence on organizational commitment. 6. Job satisfaction had positive and direct influence on organizational commitment. Based on these findings the researcher recommends that BAAC head office more fully focus on supervisor’s transformational leadership organizational justice in the dimensions of distributive justice and procedural justice to deepen the job satisfaction and organizational commitment.

The objectives of this research were (1) To study the Influence of perceived justice on customer trust of Asita Eco Resort (2) To study the Influence of perceived justice and customer trust on customer satisfaction of Asita Eco Resort (3) To study the Influence of customer trust and satisfaction on customer word of mouth of Asita Eco Resort (4) To study the Influence of customer trust and satisfaction on customer revisited of Asita Eco Resort (5) To validate a causal relationship model of influence of perceived justice on trust satisfaction word of mouth and revisited of Asita Eco Resort’s customers.