Organizational Justice general Explanation

1. ORGANIZATIONAL JUSTICE
Bahadir Beadin

2. OVERVIEW
 Organizational justice is conceptualized as a
multidimensional construct.
 The four proposed components are distributive,
procedural, interpersonal, and informational justice.
 Research also suggests the importance of affect
and emotion in the appraisal of the fairness of a
situation as well as one’s behavioral and attitudinal
reactions to the situation.
 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.

3.  People are naturally attentive to the justice of events
and situations in their everyday lives, across a
variety of contexts.

4. ORGANIZATIONAL JUSTICE
 Organizational justice theory, developed from
applied research in organizational settings, focuses
on how individuals socially construct incidents of
justice and injustice.
 Justice in organizational justice research is
examined through the perceptions of employees in
organizations who make judgments about the
actions of organizational leaders.
 Organizational justice generally refers to perceptions
of fairness in treatment of individuals internal to that
organization while corporate social responsibility
focuses on the fairness of treatment of entities
external to the organization.

5.  Scholars have identified in theory and research three
different aspects of organizational justice: distributive
justice, procedural justice, and interactional justice.

6. DISTRIBUTIVE JUSTICE
 is conceptualized as the fairness associated with
decision outcomes and distribution of resources.
 The outcomes or resources distributed may be
tangible or intangible. Perceptions of distributive
justice can be fostered when outcomes are
perceived to be equally applied.
 Employees, in this view, have a transactional
relationship with their employers – at its simplest
level, employees provide their knowledge,
intelligence, skills, and labor in return for wages or
salaries and benefits.

7. PROCEDURAL JUSTICE
 Procedural justice research has resulted in
overwhelming evidence that decision control is an
important contributor to perceptions of justice.
 When individuals feel that they have a voice in the
process or that the process involves characteristics
such as consistency, accuracy, ethicality,
correctability, representativness, and lack of
prejudice then procedural justice is enhanced.
 Consistency: Applying standards uniformly over
time and across persons.
 Bias suppression: Minimizing personal self‐interest
and narrow preconceptions.

8.  Accuracy: Relying on high‐quality information and
wellinformed opinions.
 Correctability: Allowing decisions to be reviewed
and revised or reversed.
 Representativeness Taking into account various
interests.
 Ethicality Taking into account prevalent standards of
moral conduct.

9. FAIR PROCEDURAL EFFEECT

10. INTERACTIONAL JUSTICE
 refers to the treatment that an individual receives as
decisions are made and can be promoted by
providing explanations for decisions and delivering
the news with sensitivity and respect
 A construct validation study by Colquitt (2001)
suggests that interactional justice should be broken
into two components: interpersonal and informational
justice.
 Interpersonal justice refers to perceptions of
respect and propriety in one’s treatment
while informational justice relates to the adequacy
of the explanations given in terms of their timeliness,
specificity, and truthfulness

11. RESPONSES TO INJUSTICE
 It is most commonly a person or group of people
that comes under attack, as employees may not
feel inclined or qualified to question underlying
organisational systems.
 A number of factors can influence the decision to
act on a perceived injustice, including the extent of
its impact, perceptions of past and likely future
injustices, and personal dispositions such as a
desire for retribution and the tendency to confront
or avoid problem situations.

12. HANDLING RESPONSES TO INJUSTICE
 Revise systems and procedures to eliminate the
potential for gross injustices altogether. Many
organisations will already have a basic set of HR
policies in place that are intended to promote
fairness: for example, the standardised salary scales
and development programmes mentioned previously.
 Provide a controlled, accessible, responsive,
nonretributlve means for employees to access help
and support to tackle unforeseen or one-off instances
of injustice.

13. ANTECEDENTS OF ORGANİZATİONAL
JUSTİCE PERCEPTİONS
 Employee participation
 One antecedent to perceptions of organizational
justice is the extent to which employees feel that
they are involved in decision-making or other
organizational procedures.
 In addition, other studies have shown that
employee input is related to both procedural and
interpersonal justice perceptions.

14.  Communication
 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.
 It is important that the information provided be
accurate, timely, and helpful in order for the impact
on justice perceptions to be positive.

15.  Justice climate
 Recent research suggests that team level
perceptions of justice form what is called a ‘justice
climate’ which can impact individuals’ own views of
justice.
 Research findings show that individuals can “learn”
justice evaluations from team members and these
can lead to homogeneity of justice perceptions
within teams, creating a strong justice climate

16. OUTCOMES OF ORGANİZATİONAL JUSTİCE
PERCEPTİONS
 Employees’ perceptions of injustice within the
organization can result in a myriad of outcomes
both positive and negative.
 Trust: A positive relationship between an employee
and supervisor can lead to trust in the organization.
 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

17.  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.
 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.

18.  Counterproductive work behaviors: Increased
judgments of procedural injustice, for instance, can
lead to employee unwillingness to comply with an
organization’s rules.
 Absenteeism and withdrawal: 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.
 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.

19. PROCESS TO CREATE PERCEPTIONS OF
ORGANIZATIONAL JUSTICE

20. 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 Polıcy’
 Use suggestioı system.

21. THANK YOU
 As a conclusion we can say that organizational
justice has a huge effect working life. In any
industries every company should consider justice to
have more efficient employees, wich effects also
company's future to succeed in business.