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Organizational Justice

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Mayor Mouin Ng

on 27 April 2015

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Transcript of Organizational Justice

Conclusion
The principles of organizational justice are not complex to apply and may be considered more Internal more than external.

While some interventions may be less successful on some occasions or in particular contexts, none is likely to be harmful, and at the very least they will promote a sense that the organization is concerned about fairness. When carried out well, they can make a significant contribution to improving performance, enhancing commitment, and preserving dignity.
Positive impact:

General Introduction
Impact of Organizational Justice
Impact of Organizational Justice
Impact of Organizational Justice
Individuals may respond in a number of different ways to a perceived injustice, with varying degrees of impact on the organization

Employees may not feel inclined or qualified to question underlying organizational systems.



Monday, May 12, 2014

MGMT221-003
Overview
Overview
Organizational Justice
OCBs: Organizational citizenship behavior
Organizational citizenship behaviors refer to the behaviors that go beyond the call of duty.

Examples: overtime work without return
consider more for others

1. Justice builds trust and commitment.

2. Justice improve job performance.

3.Justice fosters employee OCBs.

Impact of Organizational Justice
Employees’ OCBs, such as care others’ feeling, would lead to OCBs that “spill over” to customers.

Result:
Customers feel respect.
Increasing customer satisfaction and loyalty.
Increasing profit.

4. Justice builds customer satisfaction and loyalty.
Impact of Organizational Justice
Reason: mentality health
“Do you ever get criticised unfairly ? ”

5. Justice has been associated with employee health and well-being.

1. Exit behaviors

2. Withdrawal behaviors

3. Voice behaviors

4. loyalty behaviors

Impact of Organizational Justice
Negative impact
Some staff may not ignores the injustice and they will willing to complaining even filing a grievance

Theft is one example of a particularly destructive response to injustice

Four possible responses to injustice
Impact of Organizational Justice
Exit behaviors
Employee tend to something exit the organization or the current situation

Withdrawal behaviors
Employee might lose the confidence and the belief to the whole organization so that reduce his efforts

Voice behaviors
Impact of Organizational Justice
Loyalty behaviors
If the staff still love or loyal to his organization, he may just ignore the injustice or try his best to rationalize the injustice ,but it’s still harmful to employee as far as the whole organization
Employee Theft
Employees try to recompense themselves for their
disproportionately low gains by stealing from their company.

Impact of Organizational Justice
Disaffected employees who respond passively and negatively are most harmful to the organization, because they leave the situation unresolved and lower their contribution to the organization's success.

Raised by Greenberg (1987)

Justice VS Injustice

Roots in Equity Theory:
Benevolents, Entitleds, Sensitivites

4 types of Organizational Justice

Presented by:
Steven Choi, Ka Weng (BB203719)
Mayor Ng, Mou In (BB205752)
Laswon Zhang, Wenquan (BB203091)
Eric Lin, Canyang (BB203393)
Andre Duan, Ye Mu (BB20412)

How to Create Perception of Justice
People want to see their work performance assessed in a accurate and unbiased way:

1.Ensure appraisals are done and on time

2.Use appropriate performance criteria

3.Employ knowledgeable appraisers

4.Use a rating format

Performance appraisal
5.Consider using peer- and self-ratings

6.Allow employees to participate and express their feelings and opinions

7.Be pleasant, offering praise where appropriate

8.Deliver negative feedback in a constructive manner


Performance appraisal
Conflict resolution
Traditionally, mediation and negotiation have been the preferred means of resolving a dispute

Recently, adjudication procedures can be just as effective if the disputants are given a voice throughout.




Layoffs and Terminations
Research has shown that the way in which termination procedures are handled can impact substantially on the subsequent behavior.

15% of dismissed employees who felt they had been treated unfairly proceeded to file claims against their former company.

Less than 1% of those who believed they had been treated fairly did so





Content
Layoffs and Terminations
The study identified several factors constituting fair treatment in the eyes of employees:

-Dignity and respect

-A full and honest explanation

-An adequate period of notice

-Help in finding new employment

-Concern for the social psychological implications of dismissal

Overview

Impact
Positive VS Negative

How to create justice

Conclusion
Selection and Staffing
Selection and Staffing
Similar to layoffs and terminations, current workers may develop negative attitudes and lower commitment levels if they see that their organization is operating unfairly in selecting new staff.




Characteristics of fair procedure would include the following:

-The establishment and use of specific selection criteria that clearly map onto the job description

-Assessment techniques that can reasonably be seen to measure these criteria

-Consistent procedures for all candidates applying for the same role

-opportunities for candidates to express and explain themselves.




Distributive Justice

Procedural Justice

Interactional Justice

1.Performance appraisal
2.Conflict resolution
3.Layoffs and Terminations
4.Selection and Staffing
Beugre, Constant D “Implementing business process reengineering: The role of organizational justice”
http://search.proquest.com/abiglobal/docview/236248142/D482560255EB4BD1PQ/3?accountid=12206

Iqbal, Karmen. “Determinants of Organizational Justice and its impact on Job Satisfaction. A Pakistan Base Survey”
http://search.proquest.com/abiglobal/docview/1415612974/DDABD578BB084B9DPQ/12?accountid=12206

Gabriele Jacobs • Frank D. Belschak •Deanne N. Den Hartog
“Ethical Behavior and Performance Appraisal:The Role of Affect, Support, and Organizational Justice”
http://0-eds.b.ebscohost.com.umaclib3.umac.mo/eds/pdfviewer/pdfviewer?sid=604a578c-a2ab-4157-921d-4658fc40bd80%40sessionmgr112&vid=6&hid=109




Reference
Beugre, Constant D “Implementing business process reengineering: The role of organizational justice”
http://search.proquest.com/abiglobal/docview/236248142/D482560255EB4BD1PQ/3?accountid=12206

EIGEN, ZEV J.; LITWIN, ADAM SETH “JUSTICE OR JUST BETWEEN US? EMPIRICAL EVIDENCE OF THE TRADE-OFF BETWEEN PROCEDURAL AND INTERACTIONAL JUSTICE IN WORKPLACE DISPUTE RESOLUTION.”
http://eds.a.ebscohost.com/eds/detail?sid=6cead49f-0447-4562-aacc-8f05eab2e992%40sessionmgr4004&vid=1&hid=4103&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=bth&AN=94443315

karlicki, Daniel P.; Barclay, Laurie J. “When explanations for layoffs are not enough: Employer's integrity as a moderator of the relationship between informational justice and retaliation”
http://eds.a.ebscohost.com/eds/detail?vid=3&sid=10c33b3e-d7eb-49f3-935c-01a00e494b26%40sessionmgr4002&hid=4108&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=bth&AN=31688817




SUMANTH, JOHN J.; CABLE, DANIEL M ”STATUS AND ORGANIZATIONAL ENTRY: HOW ORGANIZATIONAL AND INDIVIDUAL STATUS AFFECTJUSTICE PERCEPTIONS OF HIRING SYSTEMS.”
http://eds.a.ebscohost.com/eds/detail?vid=5&sid=10c33b3e-d7eb-49f3-935c-01a00e494b26%40sessionmgr4002&hid=4108&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=bth&AN=67326107

Sheppard B, Lewicki R and Minton J (1992), Organizational Justice: The Search for Fairness in the Workplace, Lexington

Brumback G (2005), ‘A performance appraisal that’s better than ratings and rankings’, Innovative Leader, Vol. 14, October–December

Turnley W, Feldman D (1999), ‘The impact of psychological contract violations on exit, voice, loyalty, and neglect’, Human Relations, Vol. 52, July


Different kinds of justice
Adams J (1965), ‘Inequity in social exchange’, in Berkowitz L (ed.), Advances in Experimental Psychology, Vol. 2, pp. 267–299, Academic Press

Skarlicki D, Folger R (1997), ‘Retaliation in the workplace: The roles of distributive, procedural and interactional justice’, Journal of Applied Psychology, Vol. 82, pp. 434‐443

Greenberg J (1990), ‘Employee theft as a reaction to underpayment inequity: the hidden cost of pay cuts’, Journal of Applied Psychology, Vol. 75, pp. 561‐568
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