Organizational justice is the study of employee perceptions of fairness. Recent research suggests that organizational justice is comprised of three dimensions: (a) distributive justice, the fairness of outcomes, (b) procedural justice, the fairness of policies, and (c) interactional justice, the fairness of treatment. Employee perceptions with these dimensions have been linked to satisfaction and other positive organizational outcomes. However, there is a dearth in the sport management literature regarding organizational justice. Rahim, Magner and Shapiro (2000), developed the Organizational Justice Index (OJI), a 23 item self-report questionnaire to measure employee perceptions of organizational justice and, utilizing subjects in business settings, the psychometric properties of the scale indicated that the OJI captured the three dimensions of organizational justice. As an initial step in toward utilizing organizational justice theory in sport settings, this study sought to determine the dimensionality of the OJI with intercollegiate athletic department employees. A self-report survey instrument containing the OJI was mailed to 300 NCAA Division I and 300 Division III head basketball coaches. A total of 221 usable surveys were returned for a response rate of 37%. The dimensionality of the 23 items from the OJI was analyzed using a principal components analysis. Three criteria were used to determine the number of factors to rotate: a priori hypothesis that the OJI was multi-dimensional, a scree plot test, and the interpretability of the factor solutions. Three factors were chosen for rotation based on the results of the scree plot and the fact that each possessed eigenvalues of greater than one. The factors were rotated using a Varimax rotation procedure. The rotated solution yielded three interpretable factors, distributive justice, procedural justice, and interactional justice. The interactional justice factor accounted for 57.4% of the item variance, the distributive justice factor accounted for 13.4%, and the procedural justice factor accounted for 6.5% of the item variance respectively. Results indicate the dimensionality of the OJI remains constant with subjects from an intercollegiate athletic setting. Thus, it appears the OJI can provide sport managers a mechanism to determine their employees' perceptions of justice. Such perceptions have been shown to influence employee attitudes and behaviors. Thus, utilizing the OJI to pinpoint an organization's strengths and weaknesses in terms of the three dimensions could assist sport managers in achieving greater organizational effectiveness. Keyword(s): athletics/sports, research, sport management