Psychological contract and organisational justice theories are intricately linked, with perceived breach of an employee’s psychological contract leading to feelings of injustice. Yet the extent to which an employee’s perceptions of organisational justice and breach are separate have not yet been identified. This study examines the concurrent effects of breach and four distinct types of organisational justice in a comprehensive model. The study reports the result of main, nonlinear and interaction effects of the separate variables of breach and each of the four organisational justice types – distributive, procedural, interpersonal and informational – on employee felt violation of their psychological contract. The study uses longitudinal data to demonstrate the incremental additional contribution of each element. The results, including non-results, of the breach and justice relationships with violation and the other important employee outcomes of job satisfaction, intention to stay and affective, continuance and normative commitment, are reported. Results indicate that when all the breach and organisational justice relationships are considered simultaneously, breach does not significantly contribute an additive effect to violation. Hence, violation must be considered separately to breach in studies of the psychological contract.