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Management of Org. Justice (Impact of Org. Justice (Employee Org'l…
Management of Org. Justice
Prescription vs. Description
Prescriptive: what actions truly are just (business ethics)
Descriptive: what people believe is just, why, and what are the consequences; subjective, personal eval of managerial conduct
Why Employees Care
Social Considerations: "group-value model", justice = valued by group, less risk for employee for mistreatment, most harm can be done to most loyal
Ethical Considerations - when indvs. witness ethically inappropriate events, willing to take considerable risk for retribution, can spread negativity through workforce
Long-Range Benefits: "control model", allows predictability and control for employees, econ reasoning
Three Components of Justice
Procedural
the means by which outcomes are allocated
"fair process effect" - can mitigate ill effects of unfavorable outcomes, creates trust and commitment that builds on voluntary cooperation, leads to intellectual and emotional recognition
just if applied consistently to all, free of bias, accurate, representative, correctable, consistent w/ ethical norms
maintains institutional legitimacy, employees more likely to act in org.'s interest
the roles of participants in decision making processes
Interactional
interpersonal - treating others with respect and dignity, often sought from supervisors
informational - truthfulness, adequate justifications when things go badly
Distributive
Equity Theory - ratios of work to reward are consistent across employees
Equality Theory - everyone gets the same rewards
allocations and outcomes
Need Theory - benefits based on personal requirements, to each w/accordance w/ most urgency
useful to consider org. strategic goals in picking theory
different rewards should have different rules
ill effects of injustice can be partially mitigated if one component is kept
Impact of Org. Justice
Employee Org'l Citizen Behaviors (OCB's)
behaviors that go beyond call of duty, compliance w/ policies, conscientiousness, altruism
Customer Satisfaction and Loyalty
OCB's spill over to customers, "just play"
Job Performance
effectiveness, stronger interpersonal relationships, more motivation
Culture
core value of org., define org. identity, build culture of justice, create sustainable competitive advantage
Trust and Commitment
willingness to be vulnerable
Creating Perceptions of Justice
Selection Procedures
Appropriate Questions and Criteria: fit towards job, not personal
Adequate Opportunity to Perform: chance to make case
Interactive: considerate treatment, honest info, timely feedback
use work sample tests, performance-based simulations, to avoid "justice paradox"
Performance Appraisals
Due Process Approach
Just Hearing: limiting review to admissible evidence, provide opportunity for different interpretation
Judgement on Evidence: accurate standards, data, decisions from formal process
Adequate Notice, including the criteria, involve employees in creation of critera
Complicated to Administer: may increase negative employee voice, create more problems