Organizational Justice Assignment Example | Topics and Well Written Essays - 2500 words

Organizational Justice - Assignment Example There are clearly defined ways to improve the perception of organizational justice by one's employees or members. Samples of some alternatives are; fairness of hiring practices, non-discriminatory policies, allowing for feedback from employees, management fairness training, and a clearly procedural rewards system. As the characteristics of a process (procedural justice) are more closely linked with the perception of justice of the organization and therefore the employee's trust, more research is needed into just procedures. Employees or members of any organization that feel it's policies and procedures are at minimum unbiased are more likely to feel their contributions make a difference to the organization. When employees feel they are valued they establish a relationship with their employer/organization which invites loyalty, dedication, and higher production. Therefore, it is important to measure perceptions of trust and justice to ensure that employees feel they are treated fairly and justly. It is important to evaluate the progress of the company/organization and constantly ensure that its employees are content. This allows for maximum retention, performance, and production. Organizational Justice is the term used to define people's perception of fairness in an organization. The majority of studies on justice were conducted in the 1960's, but the majority of studies on justice in organizations have been published since 1990 (Charash 278). As it is a relatively newer field, it is surprising the number of studies that have been conducted, Charash mentions 400 studies and 100 theoretical papers. It is therefore obvious that it is an important topic in Business Management. There are three main types of Organizational Justice; distributive, procedural, and interactional (Charash 278, Henle 248). Distributive justice emphasizes the perceived outcome of fairness, and is mainly related to the cognitive, affective, and behavioral reactions to particular outcomes. When an outcome is perceived as unfair, it will affect the employee's emotions and ultimately their behavior in relation to the organization. Distributive justice fails the measure the interpretation of the methods of an organization, it only addresses the outcome. Procedural justice shifted the focus from emphasizing not only the outcome as with distributive justice, but rather the perceived fairness of the process by which the outcome was achieved. (Charash 280). It is simply defined as the fairness of the process by which outcomes are determined. Procedural justice is perceived to exist when procedures follow certain types of accepted principles. Leventhal's 1980 conceptualization addressed six rules that yield perceptions of a fairer procedure. They are; (a) the consistency rule; (b) the bias-suppression rule; (c) the accuracy rule; (d) the correctability rule; (e) the representativeness rule; and (f) the ethicality rule. It is worth noting that perception of unfairness in an organization's procedure will result in reactions directed toward the organization as opposed to distributive justice, where the reactions will be directed toward the decision maker. The third type of Organizational justice is interactional justice. Interactional justic