ORGANIZATIONAL

JUSTICE
IN THE WORKPLACE
Maria Virginia O. Eala
2015 PMAP Conven7on
October 2015
WORDS WE MAY HAVE HEARD….

I don’t deserve this Why is this less

low salary increase! experienced person
promoted instead of
me?

My boss plays
favorites! He I am not evaluated
assigns the easy fairly by my
tasks to others, while supervisor.
I have to spend long
hours.

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WHAT IS ORGANIZATIONAL JUSTICE?

ORGANIZATIONAL = OVERALL PERCEPTION

JUSTICE OF FAIRNESS IN THE
WORKPLACE

“I THINK THIS IS A FAIR PLACE TO WORK.”

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PERCEPTIONS OF FAIRNESS ARE IMPORTANT

Justice Perceptions in organizations have been

found to be related to:

Ø  Job Satisfaction
Ø  Organizational Commitment
Ø  Job Performance
Ø  Withdrawal Behaviors
Ø  Counterproductive Behaviors
Ø  Self-perceptions

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TYPES OF ORGANIZATIONAL JUSTICE

Distributive Procedural Interactional

Justice Justice Justice
•  perceived •  perceived •  perceived
fairness of fairness of degree to
outcome process used which one is
•  e.g. amount of to determine treated with
rewards outcome respect and
•  e.g. process of dignity
allocating •  e.g. manner of
rewards communication

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DISTRIBUTIVE JUSTICE

Rules for Allocating Resources

Ø  EQUITY – resources are distributed to employees

respect to their abilities or contributions.

Ø  EQUALITY - resources are distributed so each

person gets the same outcome regardless of
their contributions.

Ø  NEED- resources are distributed to the person

who needs them more

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DISTRIBUTIVE JUSTICE & EQUITY THEORY

INPUT OUTPUT

8 Hours Php20K/month
4 Education JOB
3 Experience

8 Hours Php20K/month
4 Education JOB
0 Experience

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DISTRIBUTIVE JUSTICE & EQUITY THEORY

INPUT OUTPUT

8 Hours Php20K/month
4 Education JOB
3 Experience

INEQUITY

8 Hours Php20K/month
4 Education JOB
0 Experience

Unbalanced ratios lead to equity distress.

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When employees perceive inequity

1.  Change their inputs (less effort if underpaid, more

effort if overpaid)
2.  Change their outcomes (higher quantity of units of
lower quality
3.  Distort perceptions of self (I thought I work harder)
4.  Distort perceptions of others (He is the boss’ favorite.)
5.  Choose a different referent (“I am not making as much
as my team mate, but more money than my peer in
another department.”)
6.  Leave the field (quit the job)

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PROCEDURAL JUSTICE

What are some things that lead to a procedure

being seen as fair?

Ø  “Voice” – getting a say in things

Ø  Consistency – standard criteria in place

Ø  Bias Suppression - neutrality

Ø  Accuracy – use of correct information

Ø Correctability- reversability

Ø Representativeness- stakeholders considered

Ø Ethicality – in accordance with professional norms, legality

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 INTERACTIONAL JUSTICE

Aspects of Interactional Justice

Ø Informational Justice: refers to whether one is truthful and provides

adequate justifications when things go badly.

Ø Interpersonal Justice: refers to the respect and dignity which one

treats another.

Because interactional justice emphasizes one-on-one

transactions, employees often seek it from their supervisors.
“The Mgt of Organizalationl Justice,” Cropanzano, et.al. 11
INTERACTIONAL JUSTICE

Factors that can enhance perceptions of fair treatment:

Ø  Truthfulness: information that is given must be realistic and

accurate, and presented in an open and forthright manner

Ø Respect : employees should be treated with dignity, with no recourse

to insults or discourteous behavior

Ø Propriety: questions and statements should never be ‘improper’ or

involve prejudicial elements such as racism or sexism

Ø Justification: when a perceived injustice has occurred, giving an

explanation or apology can reduce or eliminate the sense of anger
generated.

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APPLICATIONS OF ORGANIZATIONAL JUSTICE

•  Selection

•  Performance Appraisal

•  Reward Systems

•  Conflict Management

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METHODS OF INCREASING SOCIAL JUSTICE IN
SELECTION PROCESS

I.  Formal Characteristics of the Selection Procedures

A.  Job Relatedness
B.  Opportunity to Perform
C.  Reconsideration Opportunity
D.  Consistency of Administration

II.  Interpersonal Treatment During the Selection process

A.  Interpersonal Effectiveness of the Administrator
B.  Two-Way Communication
C.  Propriety of Question
D.  Provide Information Regarding the Organization

III.  Providing Explanations Regarding the Selection System

A.  Feedback
B.  Selection Information
C.  Honesty

By treating applicants justly in the hiring process, organizations

are setting the foundation of relationship of justice & trust with
future employees.
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Source: Organizational Justice & HR Management, p.97
SELECTION PRACTICES IN CEMEX

•  Management Team Panel Interview of Managerial

Promotions

•  Talent Review -
Criteria
1. Performance
2. Learning Agility

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 TALENT REVIEW MATRIX

Core Performers
Highly
#4 “Hi-Professional”
effective
Consistently produces exceptional results
and high performance ratings. Knows
current job extremely well. May not
P effectively adapt to new situations.
E
R
F
#2 “Solid Professional”
O Consistently meets and exceeds
Consistently meets and exceeds
R expectations. Knows current job well.
May not effectively adapt to new
M situations.
A
N The “Pipeline”
C
E #1 “Low Performer”
Not delivering on results as expected.
Does not adapt to change well and may
Less be a blocked personal learner.
#7 “High Professional Plus”
Consistently produces exceptional results
and high performance ratings. Knows the
job well and continuously enhances skills.
Adapts to new situations if necessary.
#5 “Key Performer”
Consistently meets expectations. Knows
current job well and enhances skills as
appropriate. Can adapt to new situations as
necessary.
#3 “Inconsistent Performer”
Delivers results inconsistently. Knows the
job, and may be a passive learner. May
adapt to new situations if necessary.
The “Strategic Few”
9 “Consistent Star”
Outstanding, clearest example of superior
performance and potential. Has the ability to
take on major stretch assignments in new
areas. Will challenge the organization to
provide growth opportunities fast enough.
#8 “Future Star”
expectations. Knows the job well and
enhances skills as appropriate. Has the
ability to take on new and different
challenges on a consistent basis.
#6 “Diamond in the Rough”
Delivers results erratically. Has
demonstrated potential but is not living
up to it.

than
effective

Less learning
agility LEARNING AGILITY More learning
agility
ORGANIZATIONAL JUSTICE &
PERFORMANCE EVALUATION

How to do a Fair Performance Appraisal:

I.  If you promise to a performance appraisal, then do it.

II.  Appraise subordinates on the appropriate criteria
III.  Have knowledgeable appraisers
IV.  Use a fair rating format
V.  Consider the source of the ratings
VI.  Maintain interpersonal fairness in the performance appraisal
interview
VII. Train subordinates to participate

PA is extremely important to the people being appraised. When

PA interviews are poorly conducted, ratees report heightened
levels of anxiety, dissatisfaction and injustice .
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ORGANIZATIONAL JUSTICE &
PERFORMANCE EVALUATION

How to do a Fair Performance Appraisal Interview

I.  Be supportive
II.  Be participative
III.  I f desired, you can discuss both development
information and the subordinate’s evaluation
IV.  Use only constructive criticism

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2015 Career Building Calendar

Kicking-off Conversation 1 – 1st Quarter

C2 – Enable Performance
2nd Quarter

C3 - Are you sure you are

going the right way?
3rd Quarter

C4 – It’s what you do

C1 - On your Marks, Get Set…Goals!
after you cross the line
4th Quarter 19
WHAT : 2014 Year-end Performance Evaluation
WHEN : December 1 – December 8, 2014
WHO : All employees and their supervisors
HOW : Schedule a meeting with your supervisor for the one-on-one
discussion.

-  Review your 2014 Performance Objectives in the Career Building

Center
-  Receive feedback on your performance from your supervisor
-  Review your progress on your 2014 Individual Development Plan
ORGANIZATIONAL JUSTICE &
REWARD SYSTEMS

Reward systems need to accomplish two goals:

1.  They need to motivate individual performance

2.  They need to maintain group cohesion

Business Results 70%

Individual Results 10%
Discretional 0% - 40%
--------------
80%-120%

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ORGANIZATIONAL JUSTICE &
CONFLICT MANAGEMENT

Resolving Conflict:

1.  Use of Social Accounts – causal, ideological,

referential
2.  Use of Informal , 3rd Party Conflict Resolution
3.  Use of Formal Grievance Procedures

The right level of conflict can spur innovation and creativity; the
wrong level can kill an organization or work teams.

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MEASURING ORGANIZATIONAL JUSTICE IN CEMEX
EMPLOYEE ENGAGEMENT SURVEY

•  Performance Management
•  “My job performance has been evaluated fairly.”
•  “Over the past year, I have had discussions wth my immediate
manager about my individual development goals..”
•  Leadership Effectiveness
•  “My immediate supervisor treats people with respect.”
•  “All employees are treated as individuals, regardless of their job,
age, race, gender, physical capabilities, etc.”
•  Growth & Development
•  At CEMEX, promotions are based on employee performance &
potential.
•  Compensation & Benefits
•  I am paid fairly for the work I do.
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IMPROVING FAIRNESS PERCEPTIONS

•  Change how fair the situation actually is –

Ø  Improve distributive justice
Ø Improve procedural justice
Ø Treat employees with sincerity and respect

•  Change how fair the situation is perceived-

Ø How do you explain decisions and procedures
to employees so they understand?

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CONCLUDING NOTES

•  Employee perceptions of justice can impact

important organizational outcomes, as well as
employee feelings and attitudes.

•  Types of justice include Distributive, Procedural

and Interactional.

•  Justice perceptions can be altered by actually

changing the justice of a situation, or by providing
adequate explanations for organizational events.

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END OF PRESENTATION

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