Ob Organizational Justice

8/10/2019 Ob Organizational Justice

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1. Self-interest versus Justice?

2. Organizational justice: What and Why?

3. How to influence perceived fairness?

4. Perceived fairness directs motivation

and shapes behavior


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What does the ultimatum game teach us?

In some situations, humans value justice more than

rational self-interest (Money talks, but it doesnt say it

all)

Rather than simply enjoying the benefits of receivedoutcomes, our satisfaction often depends upon a sense of

whether outcome distributions are fair

People are even willing to give up received outcomes to

punish the unfair allocator

This differentiates us from chimpanzees, who are more

rational maximizers(Jensen, Call, & Tomasello, 2007)


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Concerns with justice are not restricted to humans

https://www.youtube.com/watch?v=meiU6TxysCg


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Trust, cooperation, and interdependence

Other chooses C Other chooses D

You choose C

You choose D

+ 3 !

+ 3 !

- 6 !

+ 6 !

+ 6 !

- 6 !

- 1 !

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Businesses and organizations have an interdependent rewardstructure because peoples outcomes depend on the decisions of

others

Social dilemma!Prisoner dilemma


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Two versions of the exact same prisoner dilemma game:

The Wall Street Game:

The Community Game:


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33% cooperators (67% defectors)

The Community Game:


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The Community Game:



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The Community Game:


The world as it is perceived, is the world that is behaviorally

relevant (Robbins & Judge)


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1. Self-intrest or Justice?



4. Perceived fairness directs motivationand shapes behavior


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Toward a behavioral science of justice

Prescriptive approach

For centuries, justice has been the exclusive domain of

philosophers (e.g., business ethics)

What managers should do and should not do!What is fair managerial conduct?

Discussion killer!everybody sticks to their own values

Need for a less normative approach


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Descriptive approach to justice

Examining actual managerial conduct and decision-making

and how it is perceived by the parties affected by theiractions

perceptions ofwhether or not organizational agents have

acted fairly

Understand why people view certain events as just or unjust,

and what the consequences are that follow from theseevaluations

Bounded rationality!bounded ethicality


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Two cases of handling organizational downsizing


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Why do employees care about justice?

Personal (long range) considerations

!Justice signals certainty/control regarding future treatments/

benefits/outcomes

Social considerations!Justice signals good relationships with the organization and its

members. It shows that the organization and/or supervisor valuesyou

Ethical considerations! Justice is the morally appropriate way others should be treated


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Three components of justice

Distributive justice:Perceived fairness of the amount and allocation of rewards/punishments (equity, equality, need)


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Three components of justice

Distributive justice:Perceived fairness of the amount and allocation of rewards/punishments (equity, equality, need)

Proceduraljustice

Perceived fairness of the process used to determine the distribution

of these outcomes (voice, accuracy, consistency etc.)

!quality of the decision-making process Interactionaljustice

The extent to which one considers to be treated with dignity,

concern, and respect (quality of interpersonal treatment )


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When are procedures/interactions seen as fair?

1.

Voice/input in the decision process

Am I listened to?

Does my opinion matter?

2.

How decisions are made and implemented

Are decisions based on accurate information?

Are procedures applied in a consistent manner?

Is self-interest corrected for?

Am I getting advanced notice of changes?

Is the decision process transparent?

3. How decision-makers behave

Is the why of decisions explained?

Am I treated with dignity and respect?

Is there active listening to my worries and is my perspective/situationtaken into consideration?


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Perceived injustice versus perceived justice

Relevant to wide range of managerial tasksHiring,reward systems, conflict management, layoffs, performance

appraisal

Influence on employee behaviorPerceived injustice

retaliation, decreased performance and morale

Perceived justice

cooperation, increased performance and trust


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1. Self-intrest or Justice?



4. Perceived fairness directs motivationand shapes behavior


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Power, Focus, and Motivation

High power: WHAT

focus on the outcomes (What do I want to get done?)

!goal-setting

Low power: HOW & WHY

focus on how to obtain those outcomes and why it matters

(How do I proceed to get it done? Why is it important ?)

!goal-striving


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Results in a common problem:

Mismatch between what managers and subordinates

regard as fair!

Managers tend to overemphasize outcome information,

whereas subordinates are more interested inprocessinformation

As a result, managers often are seen as less fair than they

consider themselves to be

Thus, it is not enough for a manager to be fair. A manager

should act in ways that subordinates can recognize as fair

!Take subordinates perspective


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1. Self-interest or Justice?



4. Perceived fairness directs motivation

and shapes behavior


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Decision compliance versus decision support

Process fairness influences motivation, even when decisions

include unfavorable outcomes for oneself

Low PF makes recipients only comply with decisions: Doing only what is minimally required (in-role behavior)

The energizing source of motivation lies outside of the agent

High PF makes them support decisions:

Doing more than what is required (extra-role behavior)

The energizing source of motivation lies within the agent


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Social exchange

Justice Organizational Citizenship Behavior

!More effective organizational functioning


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Justice matters more than ever!

Justice is even more important in times of uncertainty andhardship

If you think of yourself as an agent of change, you have a

chance to really make a difference now Moreover, managers who act fairly evoke the same

conduct in others and have a huge impact on

organizational functioning as a whole

Ob Organizational Justice

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