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Purpose-This study aims to explore the influence of organizational justice (distributive justice, procedural justice and interactional justice) on job performance (task performance and contextual performance). Approach-This research is a descriptive and analytical study. Survey data were drawn from different commercial banks located in Kathmandu, Nepal. Findings-The results indicated that there was significant relationship between perceived organizational justice and job performance. The findings revealed that positive association between organizational justice and job performance. Implications-This study argued that by addressing organizational justice or fairness concerns in management practices in a meaningful way would benefit organizations in term of increasing employees morale and job performance. The findings and results of this study will be important implications for Nepalese managers in formulating appropriate strategies, policies, and procedures to enhance their employees' job performance. It is also hoped that this study may help the top management of Nepalese organizations to enhance their performance management system and job performance level to a greater height.