Broadly, the literature on organizational justice is concerned with a key question that employees often ask themselves when evaluating events that occur at work: “Was that fair?” (Colquitt, 2012, p. 526). Decades of research on organizational justice have revealed that individuals assess fairness when evaluating a) the outcomes they receive, including whether they are equitable (distributive justice: Adams, 1965; Leventhal, 1976), b) the procedures used to determine those outcomes, including whether they are consistent, accurate, unbiased, correctable, and provide voice and input (procedural justice: Leventhal, 1980; Thibaut & Walker, 1975), c) the information conveyed by authority figures, including whether it is honest and detailed (informational justice: Bies & Moag, 1986; Greenberg, 1993), and d) the interpersonal treatment they receive during interactions, including whether it is respectful and polite (interpersonal justice: Bies & Moag, 1986; Greenberg, 1993). The answers they receive to these questions (i.e. how fair or unfair an event was) are critical, as greater perceptions of fairness have been consistently linked to key outcomes such as well-being, job attitudes, and various indicators of job performance (for a meta-analysis, see Colquitt, Scott, Rodell, Long, Zapata, Conlon, & Wesson, 2013).