ORGANIZATION JUSTICE

• ORGANIZATIONAL JUSTICE FOR NET PAPER 2 MANAGEMENT
• BY DR SHASHI AGGARWAL

• ORGANIZATION JUSTICE

1. GREENBERG ( 1987) INTRODUCED THE CONCEPT OF ORGANIZATIONAL JUSTICE WITH REGARD TO HOW AN EMPLOYEE JUDGES THE BEHAVIOR OF THE ORGANIZATION AND THE EMPLOYEE’S RESULTING ATTITUDE AND BEHAVIOR
2. REFERS TO  EMPLOYEE’S PERCEPTION OF THEIR ORGANIZATION BEHAVIORS,DECISIONS AND ACTIONS AND HOW THESE INFLUENCE THE EMPLOYEE’S OWN ATTITUDE AND BEHAVIOR AT WORK.
3. ORGANIZATION JUSTICE REFERS TO EMPLOYEE PERCEPTION OF FAIRNESS IN THE WORKPLACE.
4. CONCERNED WITH ALL MATTERS OF WORKPLACE BEHAVIOR,FROM TREATMENT BY SUPERIORS TO PAY,ACCESS TO TRAINING AND GENDER EQUALITY.
5. ORIGINALLY DERIVED FROM EQUITY THEORY WHICH SUGGEST INDIVIDUAL MAKES JUDGMENTS ON FAIRNESS BASED ON THE AMOUNT THEY GIVE INPUTS AS COMPARED TO THE AMOUNT THEY GET BACK ( OUTPUT)

• ORGANIZATION JUSTICE
• VERY ESSENTIAL TO MAINTAIN ORGANIZATIONAL JUSTICE
• IT WILL REDUCE ABSENCE,DISENGAGEMENT AND COUNTERPRODUCTIVE WORKPLACE BEHAVIOR AND ALSO ENCOURAGE POSITIVE ATTRIBUTES LIKE TRUST AND PROGRESSIVE COMMUNICATION.

• THREE TYPES OF ORGANIZATIONAL JUSTICE

1. DISTRIBUTIVE
2. PROCEDURAL
3. INTERACTIONAL

• DISTRIBUTIVE JUSTICE/ECONOMIC JUSTICE

1. DEALS WITH THE EMPLOYEE CONCERN OF THE FAIRNESS OF  OUTCOMES THEY RECEIVE. OUTCOME MAY BE TANGIBLE ( PAY) OR INTANGIBLE ( PRAISE)
2. ONE OF THE BIGGEST FACTOR WHICH EFFECT ISSUES WITH EMPLOYEE PRODUCTIVITY OR MORAL WHEN THE EMPLOYEES FEEL THAT THEIR COMPANY LACKS FAIRNESS
3. IF PEOPLE DO NOT THINK THAT THEY ARE GETTING THEIR FAIR SHARE OF SOMETHING THEY WILL SEEK FIRST TO GAIN WHAT THEY BELIEVE THEY DESERVE.
4. ORGANIZATION CAN PROVIDE EQUAL DISTRIBUTIVE JUSTICE BY EDUCATING,COMMUNICATING AND ENACTING EMPLOYMENT PRACTICE WITH IN THE ORGANIZATION.

• DISTRIBUTIVE JUSTICE
• EQUAL WORK SHOULD PROVIDE EQUAL OUTCOME
• DISTRIBUTIVE JUSTICE ARE BASED ON THESE PRINCIPLES :
• EQUALITY :-OPPORTUNITIES AND OUTCOME. EQUALITY OF OPPORTUNITIES ARE FOR ALL MEMBERS TO PARTICIPATE AND NO ONE IS BLOCKED. EQUALITY OF OUTCOME IS MORE RELATIVE. EQUAL WORK WILL PRODUCE AN EQUAL OUTCOME
• PROPORTIONALITY :- IS SIMILAR TO THE EQUALITY OF THE OUTCOME. BASED ON THE IDEA THAT EQUAL WORK PRODUCE EQUAL OUTCOME
• FAIRNESS
• PROCEDURAL JUSTICE

1. CONCERNED WITH HOW THE EMPLOYEES VIEW THE FAIRNESS OF THE PROCESS OF THE OUTCOME ARE DECIDED.
2. FAIRNESS AND TRANSPARENCY IN THE POLICIES,PROCEDURES AND PROCESSES USE TO MAKE DECISIONS . RELATE TO THE DISTRIBUTION OF OUTCOMES,RIGHTS AND RESOURCES. TO EVALUATE FAIRNESS EMPLOYEE NEEDS TO UNDERSTAND THE RATIONALE OF THE DECISIONS
3. CAN EASILY RECTIFY THIS ISSUE BY RESPONDING THE FEEDBACK OF THE EMPLOYEES

4. PRINCIPLES OF PROCEDURAL JUSTICE

• PROCEDURAL JUSTICE REFERS TO THE IDEA OF FAIRNESS IN THE PROCESS THAT RESOLVES DISPUTES AND ALLOCATE RESOURCES.
• CONCEPT WHEN EMBRACED PROMOTE POSITIVE ORGANIZATIONAL CHANGE AND BOOST BETTER RELATIONSHIP.
• FOUR PRINCIPLES :-

1. BEING FAIR IN THE PROCESS
2. BEING TRANSPARENT IN THE ACTION
3. PROVIDING OPPORTUNITY FOR VOICE
4. BEING IMPARTIAL IN DECISION MAKING

·         THESE FOUR PILLARS SUPPORT EACH OTHER

• INTERACTIONAL JUSTICE
• DEALS WITH HOW EXPLANATION ARE COMMUNICATED AS WELL AS  FAIR TREATMENT OR SENSITIVITY TOWARDS EMPLOYEE
• DEFINED BY SOCIOLOGIST JOHN R SCHERME RHORN AS THE DEGREE TO WHICH THE PEOPLE ARE AFFECTED BY DECISION ARE TREATED BY DIGNITY AND RESPECT
• INTERPERSONAL JUSTICE :- REFLECT THE DEGREE TO WHICH PEOPLE ARE TREATED WITH POLITENESS,DIGNITY AND RESPECT BY AUTHORITIES OR THIRD PARTIES INVOLVED IN EXECUTING PROCEDURES OR DETERMINING OUTCOMES
• INFORMATIONAL JUSTICE :-FOCUSES ON THE EXPLANATIONS PROVIDED TO PEOPLE THAT CONVEY INFORMATION ABOUT WHY PROCEDURES WERE USED IN CERTAIN WAYS OR WHY OUTCOMES WERE DISTRIBUTED IN CERTAIN FASHION

·         HIGH DEGREE OF INTERACTIONAL JUSTICE EXIST IN SUBORDINATE AND SUPERIOR RELATIONSHIP WILL REDUCE THE LIKELIHOOD OF COUNTERPRODUCTIVE BEHAVIOUR.

• INTERACTIONAL JUSTICE
• IF A SUBORDINATES PERCEIVES THE INTERACTION AL INJUSTICE EXIST THEN HE WILL HAVE FEELING OF RESENTMENT TOWARDS EITHER THE SUPERVISOR OR THE INSTITUTION AND WILL SEEK TO TAKE THE REVENGE.
• IMPORTANCE

1. CRITICAL ISSUE FOR THE SUCCESS OF AN ORGANIZATION
2. DIRECT LINK WITH THE PERFORMANCE OF ITS EMPLOYEES
3. AS AN IMPORTANT VARIABLE IMPROVING THE PERFORMANCE OF THE EMPLOYEES OF AN ORGANIZATION
4. HAS BEEN VIEWED AS  TO ENHANCE OVERALL COMMITMENT TOO.
5. WILL FOSTER POSITIVE RELATIONSHIP BETWEEN AN EMPLOYEE AND SUPERVISOR
6. ENHANCE THE COMMITMENT AND LOYALTY
7. REDUCE THE ABSENTEEISM  AND POSITIVE ORGANIZATIONAL JUSTICE PERCEPTIONS MAY TRIGGER  POSITIVE EMOTIONS AND HELP THE EMPLOYEE IN FULFILLING THE NEED FR A MEANING FULL EXISTENCE WHICH ALSO AFFECT INDIVIDUAL HEALTH AND WELL BEING POSITIVELY

• PROPERTIES OF ORGANIZATION JUSTICE
• ACCORDING TO BALDWIN : PRINCIPLES WHICH CAN ENHANCE THE EMPLOYEE’S PERCEPTION OF AN ORGANIZATION JUSTICE:
• VOICE :

1. OPPORTUNITY TO BE HEARD AND PRESENT THE INFORMATION
2. WILL ENHANCE THE FELLING THAT THEY ARE HEARD
3. METHODS PROMOTING SUGGESTION SCHEMES,EMPOWERMENT PROGRAMS AND PARTICIPATIVE MANAGEMENT

• ORGANIZATION SHOULD TREAT ITS EMPLOYEES WITH UTMOST DIGNITY AND RESPECTT. IT WILL BOOST THE MORALE AND ENHANCE THEIR PRODUCTIVITY LEVEL AND WILL PRODUCE MORE OUTPUT.

• SOME SORT OF INTERACTION WITH THEIR SUPERVISORS FOR SHARING THEIR INFORMATION AND AN EXPLANATION OR APOLOGY CAN REDUCE THE SENSE OF HOSTILITY AN

• PERCEPTION ON A MANAGERS’ AUTHORITY CAN AFFECT ORGANIZATIONAL JUSTICE JUDGMENTS. ONE SHOULD TAKE THE DECISIONS BASED ON FACTS AND NOT ON VESTED INTERESTS
• APPLICATION OF ORGANIZATION JUSTICE

1. IMPORTANT PARAMETER FOR AN ORGANIZATION EFFECTIVENESS
2. IT INDIVIDUALLY AFFECT ITS WORKING EMPLOYEES WHO ARE RESPONSIBLE FOR CARRYING OUT  DIFFERENT ORGANIZATIONAL TASK
3. PROMOTE BETTER PLANNING FOR THE INSTITUTION IN TURN WHICH RESULT IN ACHIEVING EMPLOYEES’ GOALS
4. IT IS VERY MUCH NEEDED  TO REAP THE POSITIVE OUTCOME OF WELL PERFORMING EMPLOYEES AND PROMOTES COMMUNICATION AND ALSO BUILD TRUST.