ORGANIZATIONAL

JUSTICE
CITIZENSHIP & ETHICS
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Introduction

 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.

 Justice and its execution is one of the basic

and instinctive needs of human beings.

 That’s why justice plays an effective and

major role in studying the organizations and
individuals either inside or outside of it.
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Organizational
Justice
Organizational justice
refers to employees'
perception from justice
and fair behaviors.
It studies that how to
behave with employees
so that they feel they
have been treated fairly.
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Organizational Justice

 Organizational justice mainly concentrates on the workplace’s fairness which

influences numerous organizational and individual work-related factors like turnover
intentions, absenteeism, job satisfaction, organizational commitment, role breadth,
job performance, leader-member exchange, trust, leadership and job satisfaction.
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Evolution of Organizational Justice

 The idea of organizational justice stems from

Equity theory of motivation, which says that
judgments of equity and inequity are derived
from comparisons between one‘s self and
others based on inputs and outcomes.

 Inputs refer to what a person perceives to

contribute (e.g., knowledge and effort).
Inputs Outputs
 Outcomes are what an individual perceives
to get out of an exchange relationship (e.g.,
pay and recognition).
 Religon Fairness 6

Ethics Law

Organizational
Justice

ISSUES

Perception of fair play, equal opportunities for promotions, and personnel

selection procedure
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Distributive Justice

Types of Procedural
Justice

Organizational Interactional
Justice Justice

Temporal Justice
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Distributive Justice

 Distributive justice is the workers’

perception in the fairness of outcomes
such as monetary rewards obtained by
the workers from the organization (e.g.
pay raises, promotions, and selection
for further studies/training) etc.

 Distributive justice is related specifically

to the results of decisions on

distribution.
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Distributive Justice

Appropriateness of outcomes.
Equality: Need:
Equity:
providing each providing a
rewarding
employee benefit based
employees
roughly the on one’s
based on their personal
same
contributions. requirements.
compensation.
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Procedural Justice

 Procedural justice is the perception of justice in the decision-making process. This

kind of justice is based on the perception that the reasons for the decisions taken
by the management are justified.

 Procedural justice is the perception of equity regarding rules and regulations

applied in the process of rewarding or punishing.
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Procedural Justice

Appropriateness of process

Representation Correction:
Lack of bias:
Accuracy: of all there is an Ethics:
Consistency: no person or
decisions are concerned: appeals norms of
all employees group is singled
based on appropriate process or professional
are treated the out for
accurate stakeholders other conduct are
same discrimination
information. have input into mechanism for not violated.
or ill treatment.
decision. fixing mistakes.
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Interactional Justice:

 Interactional justice is considered as key Appropriateness of the treatment

aspect in workplace settings because of one receives from authority figures.
its relationship with unfair and fair
treatment Interpersonal
Informational
justice:
 “the interpersonal treatment employees justice:
treating an
receive from decision makers and the sharing relevant
employee with
information with
adequacy with which the formal dignity, courtesy
employees.
and respect.
decision-making procedures are
explained”
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Temporal Justice

 Temporal justice in an organization is Appropriateness of time distribution

concerned with “the fair distribution
of time”. Personal Time:
Time spent Office
 Organizations must distribute work
with friends, Time/Late
Marital Time:
time evenly across employees gym, hobbies, Sittings:
Time spent
sleep and Extra time
irrespective of them being single or with spouse
effect of spent for work
and children
married, part time students or working time in office after
working full time on personal office hours
time.
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Employee
Participation

ANTECEDENTS OF
PERCEPTION OF Communication

ORGANIZATIONAL
JUSTICE
Justice Climate
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EMPLOYEE PARTICIPATION

 It is the extent to which employees feel that

they are involved in decision-making or
other organizational procedures.

 The opportunity or ability to participate in

decision making improves an individual’s
perceptions of procedural justice, even
when the decision is unfavorable to the
individual
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EMPLOYEE PARTICIPATION

 Higher levels of justice are

Higher
perceived when employees Employee
Participation
feel that they have input in
processes than when
employees do not perceive
that they have the opportunity Perception of
Lower
to participate
Organization
al Injustice
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COMMUNICATION

 Communication has been shown

to be related to interpersonal and
informational justice perceptions

 It is important that the information

provided be accurate, timely, and
helpful in order for the impact on
justice perceptions to be positive.
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COMMUNICATION

 The quality of communication

by an organization or Higher Good
Quality
manager can improve justice Communication

perceptions by improving
employee perceptions of
manager trustworthiness and
Perception of
also by reducing feelings of Lower
Organizational
uncertainty Injustice
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JUSTICE CLIMATE

 Perceptions of organizational justice can be influenced by others, such as

co-workers and team members.

 Team level perceptions of justice form what is called a ‘justice climate’ which
can impact individuals’ own views of justice

 Employees working within a team may share their perceptions with one
another which can lead to a shared interpretation of the fairness of events
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JUSTICE CLIMATE

 Individuals can “learn” justice

evaluations from team members Greater Team
and these can lead to Level Justice
homogeneity of justice perceptions
within teams, creating a strong
justice climate. Thus, group-level
perceptions of justice can be Perception of
conceptualized as an antecedent Lower
to individuals’ justice perceptions.
Organizational
Injustice
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Trust

Performance

OUTCOMES OF Job satisfaction and

ORGANIZATIONAL
organizational commitment

JUSTICE AND Organizational citizenship

behavior

INJUSTICE Absenteeism and withdrawal

Emotional exhaustion
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Trust

 The relationship between trust and organizational justice perceptions is based on

mutuality.

 Trust in the organization is built from the employee’s belief that current
organizational decisions are fair, future organizational decisions will be fair.

 The continuance of employee trust in the organization and the organization

continuing to meet the employee’s expectations of fairness creates the reciprocal
relationship between trust and organizational justice.

 A positive relationship between an employee and supervisor can lead to trust in

the organization.
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Performance

 Equity theory of organizational justice suggest that when people perceive injustice
they seek to restore justice.

 One way that employees restore justice is by altering their level of job 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.

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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.

 Additionally, organizational commitment is related to perceptions of procedural

justice such that greater perceived injustice results in diminished commitment
while greater perceived justice results in increases commitment to the
organization.
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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.

 OCBs are related to both procedural justice and distributive justice

perceptions.

 As organizational actions and decisions are perceived as more just,

employees are more likely to engage in OCBs.
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Absenteeism and withdrawal

 Absenteeism, or non-attendance, is another outcome of perceived injustice.

 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.

 When people see both their commitment to the organization and the organization’s
commitment to them as high, absenteeism is diminished.

 Additionally, withdrawal, or leaving the organization, is a more extreme outcome

stemming from the same equity theory principles.

 Distributive justice perceptions are most strongly related to withdrawal

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Emotional exhaustion

 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.

 Distributive, procedural, and interactional justice perceptions are able to

capture state specific levels of emotional exhaustion
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Ways To Promote Organizational
Justice

Keep an
―open
Conduct door policy
employee
Meet surveys
regularly
Offer and invite
workers a input
Follow voice
open and
Pay workers fair
what they procedures
deserve
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Thank You!
Any Question ?