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The Management of Organization Justice (How to create perceptions of…
The Management of Organization Justice
Organizational Justice
Prescription v. Description
Why Employees Care?
Long range benefits
People estimate now how likely they are be treated over time
Social Considerations
Group value - tells employees they are valued and respected
Ethical considerations
Morally appropriate way to treat others
Org members sense of how they are treated
Three Components
Distributive
Has to do with outcomes some get/others do not
Equity theory: we are interested in what we get relative to what we contribute
Advances
Equality, Equity, & Need
Equity provides individual rewards for work; equity stimulates team work
Mix equity and equality - balances individual and group performance
Different rewards for different rules
Procedural
Means by which outcomes are allocated
Essential to maintaining institutional legitimacy
Interactional
How one person treats another
Informational justice
Whether one is truthful and provides justifications when things go badly
Interpersonal justice
Respect/dignity ones treats another with
When one works well, gives the impression that all are in place - (less lawsuits)
Impact of Organizational Justice
Builds trust and commitment
Improves job performance
Fosters employees Organizational Citizenship Behaviors (OCBs)
Builds customer satisfaction and loyalty
How to create perceptions of justice
Selection/recruiting
How candidates are treated here can impact future behavior
Appropriate questions = critical
Adequate opportunity to perform - gives candidates chances to make case
Justice paradox
Use screening tools that are predictive and just
concrete ability tests
Considerate interpersonal treatment, honest info, timely feedback - interactional justice
Rewards systems
Need to motivate individual performance and maintain group cohesion
Equal pay can reward individuals, but breed feelings of inequality
Equal districtions can bring problems
External equity problems
Conflict Management
If any component if present during arbitration the situation is improved (Goldman2003)
Layoffs
When layoffs are handled with any form of justice, victims are less likely to derogate their former employers
Performance appraisals
Subjectivity is important with performance evaluations
For improving view of justice
Adequate notice
Just hearing
Judgement based on evidence
Conclusion
Justice provides opportunities
Stronger employee commitment
Gives a 'culture of justice'
Allows managers to make difficult decisions more smoothly