Organizational Justice: Theory, Cases, and Promoting Fairness at Work

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This presentation provides a comprehensive overview of organizational justice, focusing on its importance in promoting fairness and equity within the workplace. It begins by defining organizational justice and its various types, including commutative, distributive, social, and legal justice. The presentation then delves into equity theory, explaining how employees perceive fairness based on the balance between their inputs and outputs compared to others. A real-life business case involving salary discrepancies is presented to illustrate the practical implications of equity theory. Furthermore, the presentation outlines strategies for promoting organizational justice, such as employee motivation, participation, communication, and creating a justice climate. The positive effects of fair organizational justice, including increased employee trust, motivation, and job satisfaction, are also highlighted. The presentation concludes with a synthesis of key takeaways from both the theory and the case study, emphasizing the importance of fair treatment and ethical considerations in fostering a positive and productive work environment. Desklib provides access to similar solved assignments.
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Organizational Justice
Student Name:
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Table of content
Introduction to organizational justice
Equity Theory
Specific business case or instances
Synthesis of insights from the case study and
theory
Member contribution
References
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Organizational Justice
Organizational justice promotes fairness
Defines as how an individual is being treated
by his top management
Defines how an employee is being treated
with equal respect and dignity by project
authorities
Fair treatment at the workplace is essential to
effectively working together Types of Justice:
Commutative,
distributive,
social and legal
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Organizational Justice
Refers to the employees perception from
justice and fairness perspective
Creates a sense of satisfaction,
engagement, and meaningfulness, and can
foster productivity, well-being, and health
Directs management on how to behave
with an employee, so that they feel they
have been treated fairly
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Model of organizational
justice
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Equity Theory
Input
Effort
Experience
Education
Output
Pay
Promotion
Recognitio
n
Ratio Comparison Perception
O/I a < O/I b Under-rewarded (Equity
Tension)
O/I a = O/I b Equity
O/I a > O/I b Over-rewarded (Equity
Tension)
Outcome of an individual Outcome
of others’
Input of an individual =
Input of others’ Alteration in input
Change quality in outcomes
Select altogether a different
referent
Leave the existing job
Change self perception
Change perception of others
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Business case from real life
example
Ainsley – student of university – perusing bachelor’s degree in finance (Robbins, et al., 2017).
Summer Internship in x company – in finance department - Pharmaceutical company.
Pay: $15 an hour – Happy with the pay -which is more than her colleagues
Josh - middle manager in x company – in finance department - Pharmaceutical company.
Pay: $30 an hour - Dissatisfied with pay – less than his colleagues working in other
companies
Issue : O/I a < O/I b Under-rewarded (Equity Tension)
Referent : Other-outside, comparing outside employee & organization.
Result : Quit the job and Switch to competitors
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Assumptions
Assumption 1
Shows that individuals are concerned towards others’ rewards in
comparison to their own.
Assumption 2
Each individual expects a fair and equitable output (return) against their input
(contribution at jobs).
Assumption 3
An individual decides what their ideal or equitable return should be based on
their equitable ratio with their colleagues’ input and output
Assumption 4
Low equity ratio perceives demotivation and dissatisfaction in existing job
Assumption 5
Low equity ratio Distorts inputs and/or outcomes psychologically, changing
inputs and/or outputs, or leave the organization.
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Process for promoting organizational justice
Employee motivation : Motivate employee with
non monitory awards and recognition, monitory
rewards and bonuses ultimately boost Morales
High level
of
employee
participatio
n
Low level of
employee
participatio
n
Employee participation : Involvement in critical
business scenario , opportunity to assess an
individual ability to think, improves once
perception of justice
Communication :Provides accurate and
timely feedback , improves interpersonal
and informational justice , builds trust
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Process for promoting organizational justice
Justice climate : Sharing personal views and
perception on organizational justices, positive
views promotes organizational justice
Conduct employee surveys: Surveys to
assess the existing level of justice as per
employees perception
Suggestion box : Invites the factual
information of organizational justice without
referring to any position
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Effect of fair organizational justice
Invite employee opinion in decision making : Employee participation boosts the
internal cohesiveness and employee feels being valued (Cropanzano, et al., 2016)
Build trust in the team : Improves team spirit and creates dependency in team,
build trust for critical scenario
Motivate employees for better productivity : Build positive attitudes amongst team
members and improves efficiency
Promote organizational citizenship behavior : supports company decision and work
beyond scope of their job description
Job satisfaction and improves organizational commitment : Positively related with
the perception of organizational justice
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Synthesis and key take aways from theory
Distributi
ve Justice
Equal
distribution of
resources
Outcome and
decision
satisfaction
Procedur
al Justice
Taking
decision free
from biasness
Satisfaction in
existing
System
Interactio
nal
Justice
Interpersonal
and
interactional
justice
Positive
perception
regarding
relationships
Organisational Justice
Employee feels valued and respected
Promotes positivity and contribute in building
fair environment incompany
Follows management decision with equal
respect
Supports organisations success and failure
Organizational Justice Theory
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Important to
pay
employees
according to
their input
Follow fair
and
transparent
processes
within
system
Invite
employee
opinion and
encourage
participation
Appropriate
mode of
frequent
communicati
on in team
Synthesis and key take aways from case
Regular
feedback from
employees and
Improvement
suggestion
Open door
policy and
conflict
management
procedures
Ethical and
social
consideration
while looking
at justice
Leadership and
motivational
aspects to be
considered
Ways to
promote
organizational
justice at
workplace
Results in
employee
satisfaction
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Member contribution
Introductory
slides and theory
Example
Insights from
case example
Student 1
Student 2
Student 3
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References
Cropanzano, D., E. Rupp, M., Thornton &
Shao, 2016. Organisational justice and
oraganisational citizenship. s.l.:Oxford
University Press.
Robbins, Stephen & Judge, T., 2017.
Essentials of Organisation Behaviour.
s.l.:Pearson education limited.
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Thank you
Any Questions Please???
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