ORGANIZATIONAL JUSTICE

Bahadir Beadin

OVERVİEW

Organizational justice is conceptualized as a multidimensional construct.

The four proposed components are distributive, procedural, interpersonal, and informational justice.

Research also suggests the importance of affect and emotion in the appraisal of the fairness of a situation as well as one’s behavioral and attitudinal reactions to the situation.

Justice or fairness refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law.

People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts.

ORGANIZATIONAL JUSTICE

Organizational justice theory, developed from applied research in organizational settings, focuses on how individuals socially construct incidents of justice and injustice.

Justice in organizational justice research is examined through the perceptions of employees in organizations who make judgments about the actions of organizational leaders.

Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization.

Scholars have identified in theory and research three different aspects of organizational justice: distributive justice, procedural justice, and interactional justice.

DISTRIBUTIVE JUSTICE

is conceptualized as the fairness associated with decision outcomes and distribution of resources.

The outcomes or resources distributed may be tangible or intangible. Perceptions of distributive justice can be fostered when outcomes are perceived to be equally applied.

Employees, in this view, have a transactional relationship with their employers – at its simplest level, employees provide their knowledge, intelligence, skills, and labor in return for wages or salaries and benefits.

PROCEDURAL JUSTICE Procedural justice research has resulted in

overwhelming evidence that decision control is an important contributor to perceptions of justice.

When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency, accuracy, ethicality, correctability, representativness, and lack of prejudice then procedural justice is enhanced.

Consistency: Applying standards uniformly over time and across persons. 

Bias suppression: Minimizing personal self‐interest and narrow preconceptions.

Accuracy: Relying on high‐quality information and wellinformed opinions.

Correctability: Allowing decisions to be reviewed and revised or reversed.

Representativeness Taking into account various interests.

Ethicality Taking into account prevalent standards of moral conduct.

FAİR PROCEDURAL EFFEECT

INTERACTIONAL JUSTICE

 refers to the treatment that an individual receives as decisions are made and can be promoted by providing explanations for decisions and delivering the news with sensitivity and respect

 A construct validation study by Colquitt (2001) suggests that interactional justice should be broken into two components: interpersonal and informational justice.

 Interpersonal justice refers to perceptions of respect and propriety in one’s treatment while informational justice relates to the adequacy of the explanations given in terms of their timeliness, specificity, and truthfulness

RESPONSES TO INJUSTICE

It is most commonly a person or group of people that comes under attack, as employees may not feel inclined or qualified to question underlying organisational systems.

A number of factors can influence the decision to act on a perceived injustice, including the extent of its impact, perceptions of past and likely future injustices, and personal dispositions such as a desire for retribution and the tendency to confront or avoid problem situations.

HANDLING RESPONSES TO INJUSTICE

Revise systems and procedures to eliminate the potential for gross injustices altogether. Many organisations will already have a basic set of HR policies in place that are intended to promote fairness: for example, the standardised salary scales and development programmes mentioned previously.

Provide a controlled, accessible, responsive, nonretributlve means for employees to access help and support to tackle unforeseen or one-off instances of injustice.

ANTECEDENTS OF ORGANİZATİONAL JUSTİCE PERCEPTİONS

Employee participation One antecedent to perceptions of

organizational justice is the extent to which employees feel that they are involved in decision-making or other organizational procedures.

In addition, other studies have shown that employee input is related to both procedural and interpersonal justice perceptions.

Communication

The quality of communication by an organization or manager can improve justice perceptions by improving employee perceptions of manager trustworthiness and also by reducing feelings of uncertainty.

It is important that the information provided be accurate, timely, and helpful in order for the impact on justice perceptions to be positive.

Justice climate

Recent research suggests that team level perceptions of justice form what is called a ‘justice climate’ which can impact individuals’ own views of justice.

Research findings show that individuals can “learn” justice evaluations from team members and these can lead to homogeneity of justice perceptions within teams, creating a strong justice climate

OUTCOMES OF ORGANİZATİONAL JUSTİCE PERCEPTİONS

Employees’ perceptions of injustice within the organization can result in a myriad of outcomes both positive and negative.

Trust: A positive relationship between an employee and supervisor can lead to trust in the organization.

Performance: Procedural justice affects performance as a result of its impact on employee attitudes. Distributive justice affects performance when efficiency and productivity are involved. Improving justice perceptions improves productivity and performance

Job satisfaction and organizational commitment: Job satisfaction was found to be positively associated with overall perceptions of organizational justice such that greater perceived injustice results in lower levels of job satisfaction and greater perceptions of justice result in higher levels of job satisfaction.

Organizational citizenship behavior: Organizational citizenship behaviors are actions that employees take to support the organization that go above and beyond the scope of their job description.

Counterproductive work behaviors: Increased judgments of procedural injustice, for instance, can lead to employee unwillingness to comply with an organization’s rules.

Absenteeism and withdrawal: Failure to receive a promotion is an example of a situation in which feelings of injustice may result in an employee being absent from work without reason.

Emotional exhaustion:Which related to employee health and burnout, is related to overall organizational justice perceptions. As perceptions of justice increase employee health increases and burnout decreases.

PROCESS TO CREATE PERCEPTİONS OF ORGANİZATİONAL JUSTİCE

WAYS TO PROMOTE ORGANİZATİONAL JUSTİCE

Pay workers what they deserve. Follow open and fair procedures. Offer workers a voice. Meet regularly and invite input. Conduct employee surveys. Keep an ‘Open Door Polıcy’ Use suggestioı system.

THANK YOU

As a conclusion we can say that organizational justice has a huge effect working life. In any industries every company should consider justice to have more efficient employees, wich effects also company's future to succeed in business.