Organizational justice ppt
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Organizational justice refers to employees' perceptions of fairness in the workplace. There are four main types of organizational justice: distributive justice, which concerns fair outcomes; procedural justice, which involves fair decision-making processes; interactional justice, which involves interpersonal treatment; and temporal justice, which involves fair distribution of time. Antecedents that can influence perceptions of organizational justice include employee participation, communication quality, and justice climate within teams. Consequences of organizational justice perceptions include trust in the organization, job performance, job satisfaction, organizational commitment, citizenship behaviors, and absenteeism. Promoting organizational justice can help organizations by paying workers fairly, following open procedures, giving workers input, and conducting surveys.
Organizational justice ppt
- 2. 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. 2
- 3. Organizational Justice Organizational 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. 3
- 4. 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. 4
- 5. Evolution 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). 5 Inputs Outputs
- 6. 6 Organizational Justice Ethics Religon Fairness Law ISSUES Perception of fair play, equal opportunities for promotions, and personnel selection procedure
- 8. 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. 8
- 9. Distributive Justice 9 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.
- 10. 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. 10
- 11. Procedural Justice 11 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.
- 12. 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” 12 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.
- 13. 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 13 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
- 14. ANTECEDENTS OF PERCEPTION OF ORGANIZATIONAL JUSTICE 14 Employee Participation Communication Justice Climate
- 15. 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 15
- 16. Higher Employee Participation Perception of Lower Organization al Injustice 16 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
- 17. 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. 17
- 18. COMMUNICATION Higher Good Quality Communication Perception of Lower Organizational Injustice 18 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
- 19. 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 19
- 20. 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. 20 Greater Team Level Justice Perception of Lower Organizational Injustice
- 21. OUTCOMES OF ORGANIZATIONAL JUSTICE AND INJUSTICE 21 Trust Performance Job satisfaction and organizational commitment Organizational citizenship behavior Absenteeism and withdrawal Emotional exhaustion
- 22. 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. 22
- 23. 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. 23
- 24. 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. 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. 24
- 25. 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. 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. 25
- 26. 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 26
- 27. 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 27
- 28. Ways 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 28
- 29. Thank You! Any Question ? 29