In this study, we examined how career shocks affect perceived organizational support and justice in the Nigerian public sector. Career shocks were examined at two-levels – duration, and controllability of shocks; hence the dependent variables are organizational support and justice while the independent variable is career shocks (duration and controllability). A survey of 377 employees was sampled out of the 395 employees in 8 local government areas in Delta State. The survey data collected were evaluated via descriptive, post-estimation and inferential statistical techniques. The multiple regression results revealed no significant effect of career shocks on perceived organisational support (Model Chi2(3) = 8.54; Prob.=0.1289 > 0.05) and organizational justice (Model Chi2(3) = 8.50; Prob. = 0.1307 >0.05) in the Nigerian public sector. The study therefore concludes that career shocks insignificantly influence the level of perceived organisational support, and justice in the Nigerian public sector. On the basis of the findings, it recommends that public sector organizations should remain resolute in communicating support mechanisms for employees to become aware and feel supported. In addition, public sector organizations should constantly collect employees’ feedbacks on support services to improve and tailor them. Furthermore, because career shocks do not affect organizational justice, there is the need to continuously reinforce fair policies and transparent decision-making to sustain organizational justice; this is required to promote awareness about organizational justice principles among employees and public sector management in order to keep perceptions about organizational justice positive.