<p>This study examines the effect of organizational justice (procedural, distributive, and interactional) on the counterproductive work behavior (individual, organizational) of traffic constables. Grounded in the Job Demands-Resources (JD-R) model, the study employs a self-administered survey method using multi-source data collected through structured questionnaires from traffic constables (<i>n</i> = 329) and their supervisors (<i>n</i> = 15). Additionally, the study investigates the mediating role of job crafting (JC) between organizational justice (OJ) and counterproductive work behavior (CWB) and the moderating role of mindfulness in this association. The findings indicate that procedural, distributive, and interactional justice negatively affect CWB (individual and organizational), with partial mediation of job crafting such as <i>seeking resources</i> and <i>seeking challenges</i>. However, <i>reducing demands</i> only mediates between interactional justice and CWB. Furthermore, mindfulness, as a personal resource, strengthens the association of organizational justice with seeking resources and seeking challenges and weakens with reducing demands. Theoretically, this study contributes to JD-R literature by integrating these variables into a single model, providing insights into the underlying motivational mechanisms. Practically, the findings offer valuable implications for traffic police management and policymakers in aligning employee behavior with organizational objectives.</p>