We test a justice–quality model in which peer justice and justice climate are related to the service quality provided by the work unit. Based on the effort–reward imbalance model, we propose that units perceiving fair treatment provide better delivery of the core service (functional service quality) and better relational service beyond the core service (relational service quality). We also test whether the cross-level relationship of high service quality delivered by work units translates into high customer ratings of the service quality they receive. Furthermore, we propose that high service quality increases the work unit’s influence on their customers’ quality of life (QoL). We test these hypotheses using hierarchical linear modelling with 724 employees and 1,137 customers nested in 89 health care organizations providing services to persons with intellectual disabilities (PID). Customers’ ratings were assessed by the legal guardians of the PID. Results showed that justice climate is related to functional service quality, whereas peer justice is related to relational service quality. Additionally, results showed that high service quality delivered by work units relates to high customer ratings, which, in turn, are associated with the perceived influence of work units on customers’ QoL. We discuss the implications for justice and service research.
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