This study examines thriving at work as an outcome of procedural justice. Building on the group engagement model of procedural justice and the socially embedded model of thriving, we hypothesize that procedural justice shapes employees’ organizational identification, which in turn leads to thriving. We further predict that psychological empowerment strengthens this indirect relationship. We conducted a three-phase online survey with a sample of 407 Chinese working adults. Our findings support our hypotheses and imply that organizations should provide procedural justice and empower employees to make them thrive at work.