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The Management of Organizational Justice (What is org justice? (group…
The Management of Organizational Justice
What is org justice?
members' sense of moral propriety in which they're treated
descriptive agenda: what people
believe
to be just (v what
is
just)
different than receiving favorable outcomes
control model: employees prefer justice b/c they can predict how they will be treated over time
people can accept an unfortunate outcome if they believe the process is fair (not always)
group value model: just treatment tells us that we're respected and esteemed by the larger group
sense of belonging is important beyond economic considerations
3 components of justice
1. Distributive Justice: appropriateness of outcomes
equity: rewarding employees based on contribution
Left side: our outcomes/inputs; right side: some comparison
equaltiy: providing employees with roughly same compensation
appropriate for teams
Need: providing resource/benefits based on personal requirements
2. Procedural Justice: appropriateness of allocation processes
Consistency: all employees are treated the same
lack of bias: no individual or group is singled out for ill-treatment
accuracy: decisions are made based on accurate information
representation of all concerned: appropriate stakeholders have input for decisions
correction: there is an appeals process or other mechanism for fixing mistakes
ethics: norms of professional conduct are not violated
necessary for institutional legitimacy
3. Interactional Justice: appropriateness of treatment one receives from authority figures
interpersonal justice: treating an employee with dignity, courtesy and respect
informational justice: sharing relevant information with employees
Impact of Org Justice
Builds trust and commitment
improves job performance
fosters employee org citizenship behaviors
behaviors that go beyond the call of duty
builds satisfaction and loyalty
How to create perceptions of justice
Positive Job Candidates: The Justice paradox in selection procedures
appropriate questions and criteria: accurate job preview; confidentiality
adequate opportunity to perform
screening tools with predictive validity and procedural justice
justly balancing multiple goals: the two-factor model in just reward systems
goals: motivate individual performance and maintain group cohesion
balance of equity (meeting needs for individual) and equality (meeting needs for group)
you don't have to win: how the process by outcome interaction help us us resolve conflicts
arbitration is inherently autocratic
but arbitration is part of procedural justice
if you can't give desired outcome, at least give fair process
softening hardships: the fair process effect in layoffs
hurts victims and undermines morale of survivors
use procedural and interactional justice
keeping score fairly: a due process approach to performance appraisal
integrate employee voice
adequate notice: when, what criteria; have employees help devise performance standards
just hearing: no personal attacks
judgment based on evidence: accurate standards, data should be gathered, decisions based on formal process
