organizational justice ppt
TRANSCRIPT
ORGANIZATIONAL JUSTICECITIZENSHIP & ETHICS
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Introduction
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.
Justice and its execution is one of the basic
and instinctive needs of human beings.
That’s why justice plays an effective and
major role in studying the organizations
and individuals either inside or outside of
it.
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Organizational JusticeOrganizational justice refers to employees' perception from justice and fair behaviors.
It studies that how to behave with employees so that they feel they have been treated fairly.
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Organizational Justice
Organizational justice mainly concentrates on the workplace’s fairness which
influences numerous organizational and individual work-related factors like turnover
intentions, absenteeism, job satisfaction, organizational commitment, role breadth,
job performance, leader-member exchange, trust, leadership and job satisfaction.
5Evolution of Organizational Justice
The idea of organizational justice stems from
Equity theory of motivation, which says that
judgments of equity and inequity are derived
from comparisons between one‘s self and
others based on inputs and outcomes.
Inputs refer to what a person perceives to
contribute (e.g., knowledge and effort).
Outcomes are what an individual perceives to
get out of an exchange relationship (e.g., pay
and recognition).
InputsOutpu
ts
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Organizational Justice
Ethics
ReligonFairness
Law
ISSUES
Perception of fair play, equal opportunities for promotions, and
personnel selection procedure
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Types of Organizational Justice
Distributive Justice
Procedural Justice
Interactional Justice
Temporal Justice
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Distributive Justice
Distributive justice is the workers’
perception in the fairness of
outcomes such as monetary rewards
obtained by the workers from the
organization (e.g. pay raises,
promotions, and selection for further
studies/training) etc.
Distributive justice is related
specifically to the results of
decisions on distribution.
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Distributive Justice
Appropriateness of outcomes.
Equity: rewarding employees
based on their contributions.
Equality:providing each
employee roughly the same compensation.
Need: providing a benefit
based on one’s personal requirements.
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Procedural Justice
Procedural justice is the perception of justice in the decision-making process.
This kind of justice is based on the perception that the reasons for the
decisions taken by the management are justified.
Procedural justice is the perception of equity regarding rules and regulations
applied in the process of rewarding or punishing.
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Procedural Justice
Appropriateness of process
Consistency: all employees
are treated the same
Lack of bias: no person or
group is singled out for discrimination
or ill treatment.
Accuracy: decisions are
based on accurate
information.
Representation of all
concerned: appropriate stakeholders have input
into decision.
Correction: there is an
appeals process or
other mechanism
for fixing mistakes.
Ethics:norms of
professional conduct are not violated.
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Interactional Justice:
Interactional justice is considered as
key aspect in workplace settings
because of its relationship with unfair
and fair treatment
“the interpersonal treatment
employees receive from decision
makers and the adequacy with which
the formal decision-making procedures
are explained”
Appropriateness of the treatment one receives from authority
figures.
Interpersonal justice:
treating an employee with
dignity, courtesy and respect.
Informational justice:
sharing relevant information with
employees.
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Temporal Justice
Temporal justice in an organization
is concerned with “the fair
distribution of time”.
Organizations must distribute work
time evenly across employees
irrespective of them being single or
married, part time students or
working full time
Appropriateness of time distribution
Marital Time: Time spent with spouse and children
Personal Time:
Time spent with friends, gym, hobbies, sleep and effect of
working time on personal time.
Office Time/Late Sittings: Extra time
spent for work in office after office hours
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ANTECEDENTS OF PERCEPTION OF ORGANIZATIONAL JUSTICE
Employee Participation
Communication
Justice Climate
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EMPLOYEE PARTICIPATION
It is the extent to which employees feel
that they are involved in decision-making
or other organizational procedures.
The opportunity or ability to participate in
decision making improves an individual’s
perceptions of procedural justice, even
when the decision is unfavorable to the
individual
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Higher Employee
Participation
Perception of Lower
Organizational Injustice
Higher levels of justice are
perceived when employees
feel that they have input in
processes than when
employees do not perceive
that they have the
opportunity to participate
EMPLOYEE PARTICIPATION
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COMMUNICATION
Communication has been shown
to be related to interpersonal and
informational justice perceptions
It is important that the
information provided be accurate,
timely, and helpful in order for the
impact on justice perceptions to
be positive.
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COMMUNICATION
Higher Good Quality
Communication
Perception of Lower
Organizational Injustice
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
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JUSTICE CLIMATE
Perceptions of organizational justice can be influenced by others, such as
co-workers and team members.
Team level perceptions of justice form what is called a ‘justice climate’
which can impact individuals’ own views of justice
Employees working within a team may share their perceptions with one
another which can lead to a shared interpretation of the fairness of events
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JUSTICE CLIMATE
Individuals can “learn” justice
evaluations from team members
and these can lead to
homogeneity of justice perceptions
within teams, creating a strong
justice climate. Thus, group-level
perceptions of justice can be
conceptualized as an antecedent
to individuals’ justice perceptions.
Greater Team Level Justice
Perception of Lower
Organizational Injustice
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OUTCOMES OF ORGANIZATIONAL JUSTICE AND INJUSTICE
Trust
Performance
Job satisfaction and organizational commitment
Organizational citizenship behavior
Absenteeism and withdrawal
Emotional exhaustion
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Trust
The relationship between trust and organizational justice perceptions is based
on mutuality.
Trust in the organization is built from the employee’s belief that current
organizational decisions are fair, future organizational decisions will be fair.
The continuance of employee trust in the organization and the organization
continuing to meet the employee’s expectations of fairness creates the
reciprocal relationship between trust and organizational justice.
A positive relationship between an employee and supervisor can lead to trust
in the organization.
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Performance
Equity theory of organizational justice suggest that when people perceive
injustice they seek to restore justice.
One way that employees restore justice is by altering their level of job
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.
24Job 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.
Additionally, organizational commitment is related to perceptions of
procedural justice such that greater perceived injustice results in diminished
commitment while greater perceived justice results in increases commitment
to the organization.
25Organizational 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.
OCBs are related to both procedural justice and distributive justice
perceptions.
As organizational actions and decisions are perceived as more just,
employees are more likely to engage in OCBs.
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Absenteeism and withdrawal
Absenteeism, or non-attendance, is another outcome of perceived injustice.
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.
When people see both their commitment to the organization and the
organization’s commitment to them as high, absenteeism is diminished.
Additionally, withdrawal, or leaving the organization, is a more extreme outcome
stemming from the same equity theory principles.
Distributive justice perceptions are most strongly related to withdrawal
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Emotional exhaustion
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.
Distributive, procedural, and interactional justice perceptions are able to
capture state specific levels of emotional exhaustion
28Ways To Promote Organizational Justice
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 policy
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Thank You!Any Question ?