Abstract: Cultivating a fair and equitable workplace is a key aim of the culture change efforts of the Canadian Armed Forces (CAF). Furthermore, low perceptions of organizational fairness have been linked to poor retention outcomes within the military. However, little research has focused on identifying the antecedents of perceived (un)fairness, particularly in a CAF context. This paper describes exploratory research aimed at identifying the main fairness concerns associated with four key CAF employment aspects: posting decisions, career management, performance evaluations, and promotion decisions. Thematic analyses revealed substantial similarities between the most common types of concerns associated with postings and career management (i.e., a lack of input by members, the mistreatment of personnel, and poor career management), as well as performance evaluations and promotion decisions (i.e., the underweighting of job performance, the overweighting of factors unrelated to one?s job, and a perceived lack of objectivity). While the qualitative analysis also uncovered influential themes that were unique to each of these employment aspects, the current paper focuses mainly on the fairness concerns that touch on multiple domains.