Organisational justice

Main article: Trust social sciences The relationship between trust and organizational justice perceptions is based on reciprocity.

In a more recent review, Moorman and Byrne [15] conclude that an employee who considers that he or she has been treated in a fair way was more willing to help co-workers, promote important issues in the organisation, and treats co-workers with consideration.

Why is organizational justice important

In addition, the perceptions of interactional justice were observed to increase among the intervention participants. Because the informational and interpersonal components are correlated, some scholars treat them as manifestations of a single construct. Recent research has begun to consider the interaction among all three types of justice together. Psychological Bulletin, , The deontic model of justice breaks with this tradition by proposing that justice matters for its own sake. Researchers have divided interactional justice into two parts: informational justice and interpersonal justice. Ferris Ed.

It has been proposed that an employee's perceptions of their organization's level of corporate social responsibility can impact that individual's own attitudes and perceptions of justice even if they are not the victim of unfair acts Rupp et al.

For example, when resources are divided based on individual performance, there is a greater disparity between the top and bottom income brackets and a relative lack of cooperation. However, it seems that organisational justice dimensions succeed better in predicting attitudes rather than actual behaviour [2] [18] Organisational justice, employee health and well-being Poor psychosocial working conditions have been found to pose a risk for employee health [19] [20]which has also been acknowledged by the employer and employee parties [21].

procedural justice

This approach emphasizes the importance that at least some people tend to place on their moral duty to do the right thing.

As organizational actions and decisions are perceived as more just, employees are more likely to engage in OCBs.

organizational injustice

Social Exchange Theory Social exchange theory provides an interpersonally oriented understanding of justice but does so in a somewhat different fashion than the group-value model. The fairest system, according to this framework, is the one that maximizes long-term benefits.

Perceived justice theory definition

Proposed models[ edit ] Three different models have been proposed to explain the structure of organizational justice perceptions including a two factor model, a three factor model, and a four factor model. Job satisfaction and organizational commitment[ edit ] Main articles: 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 Al-Zu'bi, Affect plays this role in equity theory such that negative affective reactions act as a mediator between perceptions and actions, as emotional reactions to justice motivate individuals to take action to restore equity. 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. The integration of the individual concepts into one has been termed overall justice, which has been suggested also in some earlier works [5] [10]. Economic Self-Interest One early and still influential proposition is that the concern for justice is motivated by a sense of economic self-interest. In a more recent review, Moorman and Byrne [15] conclude that an employee who considers that he or she has been treated in a fair way was more willing to help co-workers, promote important issues in the organisation, and treats co-workers with consideration. Procedural and interactional components of organisational justice and distributive justice, operationalised in terms of, as effort-reward imbalance have shown an association, albeit weak, with health risk behaviour: such as, smoking [29] and alcohol use [30] [31]. Organisational citizenship behaviours refer to work-related behaviours that are not related to the formal organisational reward system, but still promote the effective functioning of the organisation [15]. For example, research suggests that procedural justice is a better predictor when it comes from groups with whom individuals closely identify, and it is a less efficacious predictor when it comes from groups not identified with as closely. Occupational and Environmental Medicine, , pp.

Informational justice "focuses on explanations provided to people that convey information about why procedures were used in a certain way or why outcomes were distributed in a certain fashion".

Informational justice is based on the presence or absence of explanations and social accounts.

what steps can organizations take to encourage organizational justice
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Organisational Justice