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The growth of Indian higher education sector has brought about a shift from collegialism to managerialism and management issues have now become need of the hour for any institution. Thus managerial effectiveness of people in command is now considered as a preeminent ingredient of prosperity and endurance for these institutions of higher learning in this competitive era of global scenario. To understand thisdifferent influential factors to employee’s behavior and attitude should be explored. Organizational justice is one of those important aspect that are used in explaining staff member’s behaviors like job satisfaction, employee turnover intentions, organizational commitment etc. which are the prerequisites for managerial effectiveness. This study is an earnest effort to measure the influencethat organizational justice has on managerial effectiveness of chair holders i.e. director general, director, secretory, principal, and head of the departments in the higher education institutions. A structured questionnaire was used to collect data. Pearson correlation, structural equation modelling and stepwise multiple regression analysis were used. The findings revealed that faculty’s perceptions of distributive justice, and interactional justice has a significant positive influence on managerial effectiveness while procedural justice depicted as not having significant positive influence on managerial effectiveness of heads in institutions of higher learning. It is observed that by concentrating on justice issues institutions and chair holders may be able to create a healthier and more productive workplace and chairpersons’ overall managerial effectiveness can be enhanced.

Does Fairness Perceptions of Academic Staff Interfere with the Managerial Effectiveness?