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1. Organizational Justice
The idea of justice has become noticeable building in the organizational studies. Researchers and practitioners put a great attention to the concepts of justice in the organization because of the potential results from the study. Perceptions of fairness are used as important factors in explaining, predicting and understanding human behavior in organizations (Hartman & Galle Jr., 1999; Martin & Bennett, 1996; Viswesvaran & Ones, 2002). As Colquitt et al. (2001a) explain that a number of studies on organizational justice have shown that fair treatment has a significant effect on the attitudes of individual employees, such as satisfaction and commitment, and individual behavior, such as attendance and citizenship behavior.
A number of studies explain that justice plays important role in explaining variance in work attitude and behaviors. Studies shows that application of fair conduct from management deliver a positive message to employees that they can be trusted, thereby reducing the fear of exploitation while enhancing the legitimacy of the actions the organization (Lind, 2001, Tyler and Lind, 1992 and Van den Bos, 2001a). Fair treatments will reduce some uncertainty in the daily work life and makes the situation faced by employees can be predicted and controlled (Lind and Van den Bos, 2002 and Thibaut and Walker, 1975). Just behavior has the potential to bring more meaning of work life (Cropanzano et al, 2001 and Folger, 1998.).
a. Definition and Forms of Organizational Justice
The concept of organizational justice is a broad, multifaceted construct, encompassing several dimensions. Perceived justice previously discussed in two different perspectives. As Greenberg (1990) give details, that initia...
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Robinson, S. L., & Morrison, E. W. (1995). Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior. Journal of Organizational Behavior, 16(3), 289-298.
Robinson, S. L., & Rousseau, D. M. (1994a). Violating the psychological contract: Not the exception but the norm. Journal of Organizational Behavior, 15(3), 245-259.
Rousseau, D. (1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2(2), 121-139.
Rousseau, D. M. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational & Organizational Psychology, 74(4), 511.
Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: The effects of aggregate justice perceptions on organizational outcomes. Journal of Applied Psychology, 88(3), 432-443.
Effective organizations are able to clearly define their ethical expectations by setting high moral standards, writing codes of conduct, and utilizing mentoring programs. “Masters provide your servants with what is right and fair, because you know that you also have a Master in heaven” (Col. 4:1). When organizations clearly define their ethical expectations to their subordinates, they are much more likely to treat their customers fairly. Customers who are treated fairly are much more likely to be loyal consumers of the products or services that the company provides. This helps to establish a loyal customer base that a business can depend upon, thus providing a predictable source of annual revenue. If an employer treats their employees with respect, honesty, and with candor they’ll give the customer 110% (Rion, 2001).
Satya Nadella once said, “We must ensure not only that everyone receives equal pay for equal work, but that they have the opportunity to do equal work.” It was found that women only earn seventy-nine percent of what men make in similar jobs. The gender pay gap has been in account for over fifty years, and yet it is still an issue today. Although businesses are required to practice fairness in compensation amongst all employees regardless of gender, age, or race this is not always the case. Businesses need to instill stricter policies against unequal pay to eliminate racial discrimination, reward and recognize performance and experience, and do away with the gender gap.
Unfortunately, injustice is dominant in the world. While people want to be treated fairly, greed and power get in the way of perfect justice and equality.
In correlating the scores from the Self-Assessment Exercise located on pages 58-59 of our text book I have discovered that the fairness for which I score my place of work, and the organization for which I work, the highest is in fact Interpersonal Justice; for which my combines score totaled 13 out of a possible 15. This places Interpersonal justice at a very high overall level of perceived justice for me. And I can think of many reason ranging from the broad to the personal, and from the historic to the current, which all could be contributors to my having this perception.
Wal-Mart maintains aggressively, a distinct and consistent corporate culture through out its operations. The issue is that local managers and supervisors are given unguided discretion on the hiring, firing, promoting, and disciplining of employees (Hart, 2006). These individual managers bring with them their own beliefs, biases, stereotypes, and assumpt...
With the concept of organization justice, Shkoler (2017), defines the concept of organizational justice as the “Perceptions of the degree to which an organization provides its employees with appropriate, fair and respectful treatment, adequate and accurate information, and resources and rewards.” (Shkoler & Tziner, 2017). With this, the researchers (2017) found that employees who perceived injustice in the workplace and acted to resolve the issues developed some behaviors that demonstrated negative feelings towards the organization. These behaviors included a lack of motivation and manifestations of mistrust towards the workplace or the manager. (Shkoler et al., 2017). The consequence of perceived injustice to employers is job burnout. Emotional intelligence was measured using the Trait Emotional Intelligence Questionnaire-Short Form. Organizational justice was measured by the justice scale and burnout was measured with the Maslach Burnout Inventory. Work Misbehavior was measured by the Interpersonal and Organizational Deviance Scale. Meetings were conducted among threatened participants to gather the information about what might be going on in terms of employee’s personal, social, and mental health. This included issues of expertise, self-esteem,
‘The notion of a psychological contract implies that there is an unwritten set of expectations operating at all times between every member of an organization and the various managers and others in that organization.’ (Schein, 1965, p156)
Smissen, S.; Schalk, R.; Freese, C. (2013) Organizational change and the psychological contract – How change influences the perceived fulfillment of obligations, Journal of Organizational Change Management, 26(6), 1071-1090
Friend, Celeste. "Social Contract Theory [Internet Encyclopedia of Philosophy]." Internet Encyclopedia of Philosophy. Hamilton College, 15 Oct. 2004. Web. 01 Oct. 2011. .
Organization citizenship behavior has been emerging as an interesting topic for any organization these days. Katz and Kahn (1996) were the first people to identify this kind of autonomous behavior in workplace. The term Organizational Citizenship Behavior (OCB’s) was first coined by Dennis Organ and his colleagues (Cf. Bateman & Organ, 1983; Smith Organ, & Near, 1983). Organ (1988: 4) defined Organizational citizenship behaviors as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. By discretionary, we mean that the behavior is not an enforceable requirement of the role or the job description, that is, the clearly specifiable terms of the person’s employment contract with the organization; the behavior is rather a matter of personal choice, such that its omission is not generally understood as punishable.” Organizational citizenship behavior occurs when the individuals in organization implicitly go beyond the formal boundary of work required to do by him/her. Organization citizenship behavior can also be said to be the choice of individual to work beyond any limitation or expectations of their employers for the overall betterment of the organization. This is completely voluntary action and the employee’s work beyond the expectation of their organization. Organization citizenship behavior is gaining much attention in today’s organizations as it has several positive implications on the organizations. Organization citizenship behavior makes the employee more committed to the organization willingly and helps in promoting overall health of the organization. The employee...
Ted was denied compensation and Billy was awarded compensation. Ted perceived that his company didn’t treat him with the fairness and later on he left the company because of his low perceived organizational support.... ... middle of paper ... ... Brookings Institution Press Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors.
If an employee is not within the standards, good or bad, something should be done about it. This is referred to as reward and punishment. If an employee does something well beyond what is expected of them, they will receive a reward. The opposite is also true should they do something that is against company policy. There are many competi...
...onship between the employer and the employee. Employers who recognize this and proactively use strategies to promote employee involvement and fair employment practices will be likely to reap the organizational rewards of doing so.
Stephen P. Robbins and Timothy A. Judge in "Organizational Behavior", 12th ed. Upper Saddle River, New Jersey, 2005, p. 407
In conclusion, if the most important function of the three types of justice is to uphold justice then corrective justice is the most important. It seeks to right the wrongs and to end unfair advantages. In regards to the distributive form of justice, it does not seek to spread equality; equality is derived from it. Corrective Justice provides fairness and impartiality even to those who are unfair, bias, and unjust. It seeks to find the fairest solution. In comparison with Reciprocal justice, it is not dependent on vis-à-vis contractual agreements in which equality is perceived by the individual in a trade based system; its basis of equality is inherent and rooted in its foundation. Thus, amongst the three forms of justice, I believe, that corrective justice stands to be the most important.