BS 105

ASSIGNMENT ON TOPIC:

ORGANISATIONAL JUSTICE

Name- ARYA OJHA

Enrolment no.- A90606421031
Program- BBA 2021-2024
Section- ‘A’
Semester- 3
Course code- BS105
Course title- Individual excellence and Social
Dynamics
————-INDEX—————

TOPIC PAGE
NO.

TITLE 1

INDEX 2

INTRODUCTION  3

LITERATURE REVIEW  4-5

CONCLUSION  6

INTRODUCTION TO ORGANISATIONAL
JUSTICE
The term ‘organisational justice’ refers to the extent to which employees perceive workplace
procedures, interactions and outcomes to be fair in nature. These perceptions can influence
attitudes and behaviour for good or ill, in turn having a positive or negative impact on employee
performance and the organisation’s success. The concept of organisational justice extends
traditional models of work behaviour that tend to conceptualise job demands, job control and
social support as the main factors determining individual well‐being and productivity. ‘Fairness’
is a largely subjective construct, which captures more basic elements of the social structure in
which these other characteristics operate. Often the notion of organisational justice will only
become relevant and tangible when a violation of said justice occurs.
Examples of perceived injustices within an organisation might include:
■ unequal pay for men and women doing the same job
■ performance reviews being conducted by someone with whom the employee has had little
previous contact
■ the use of personality inventories to select new staff
■ arbitrary dismissals.

TYPES OF ORGANISATIONAL JUSTICE

1. Distributive organisational justice- In this type of organisational justice, the

employee is concerned whether the outcome of his efforts is fair or not and
whether the result is being distributed in proportion to the input. The result in
such scenarios includes career opportunities, promotion, job security, social
approval, wages etc. whereas inputs include effort, experience, training and
education.
2. Procedural organisational justice- In this type of organisational justice, the
employee is concerned about whether the process adopted by the organisation
to decide the outcome is fair or not. An employee will feel that procedural
organisational justice has occurred when he will be allowed to voice his opinion
about the decision-making process. This can be applied to day-to-day working
life and management practice and even formal one-time procedures like
disciplinary hearings.

3. Interactional organisational justice- In this type of organisational justice, the

employee is concerned whether the information conveyed by the organisation
about the outcome was handled sensitively or not.
 LITERATURE REVIEW

BY;
SUSSANNA BALDWIN
INSTITUTE FOR EMPLOYMENT STUDIES, 2006

NADIA KENYO PENI DEWANTORO, ANDIKA SETIA PRATAMA

FACULTY OF ECONOMICS AND BUSINESS, UNIVERSITAS AIRLANGGA

MARK NK SAUNDERS, ADRIAN THORNBILL

PERSONNEL REVIEW, 2003

AIM/OBJECTIVE OF THE STUDY;

1. To gain more insight into the true meaning of organisational justice.

2. To understand how this principal is affecting the functioning of an organisation
and how organisational justice affects an individual at all the levels in his/her daily
life in an organisation.
3. To know at what extent this is practiced in an organisation.

ABSTRACT;

To conduct a further study of the concept of Organizational Justice, this research

was conducted using the literature review method. The study includes the
definition and types of Organizational Justice. However, the main focus in this
study is the antecedent and consequent. This study found variations in the
definition of Organizational Justice based on various research contexts. On the
other hand, in general, the consequences of Organizational Justice consist of
attitudes, behaviour, and performance of employees and organizations. Various
contexts of Organizational Justice research will also be further identified.

INTRODUCTION;
As early as 1949 , Fayol in his classic book ‘GENERAL AND INDUSTRIAL
MANAGEMENT’ mentions justice when talking about “authority and
responsibility”. He pointed out that “the need for sanction has a origin in a sense
of justice”. The term ‘organisational justice’ refers to the extent to which
employees perceive workplace procedures, interactions and outcomes to be fair in
nature. These perceptions can influence attitudes and behaviours for good or ill, in
turn having a positive or negative impact on employees performance and the
organisation’s success. When workers believe that they have been treated justly,
they tend to show higher job performance, better work attitudes, and lower levels
of stress. In addition, the organization seeks to increase the talents of its employees
to be able to reduce employee retention and improve organizational performance.
Furthermore, workers are considered capable of achieving and showing their best
performance if there is job security and Organisational justice is that which leads
to employee satisfaction. Workers' perceptions of fairness related to interactions,
procedures, and outcomes are known to be very capable of influencing workers'
behaviour and attitudes.

RESEARCH METHODOLOGY ;

 The type of this research is analytical-descriptive.

 The Organisational justice concept in this study includes definitions and
it’s types.
 In conducting reference searches, google scholar was used.
 The type of this research goal is applied.
 Method of collecting data was google.

LIMITATION ;

 Despite the contribution by various past studies, this study has some
limitation. One of the most basic limitation of the present study is that,
Although the concept of Organisational Justice talks about the
psychological mechanisms by which people render judgments of fairness,
as well as their responses to these perceptions, but in reality it becomes just
a definition.

 Employees usually give different preference for giving different perception

of justice for organizations. The result raises important questions about how
Organisational justice is measured. Most of the studies reviewed are based
upon cross sectional, self reported data. This reliance precludes me from
making strong statements about the results. Possibly more effective
organizations’ employees are more positive while describing
Organizational Justice. A related explanation is the halo effect.

 Another limitation of the study is that all studies employees’ attitude and
job definitions were assessed through self reports, which creates the
potential for common method bias.
 CONCLUSION
The discussion in the literature review established the importance of
organisational justice in enhancing the performance of employees in an
organisation. Organisational justice research has developed in several
phases, focusing on different facets of justice and creating numerous
theories to explain the experience of justice. Studies examining the
consequences of organisational justice have shown the association
between justice perceptions and numerous organisational outcomes.
Furthermore, there is an indication that organisational justice is
associated with employee health, but the current evidence is not strong
enough to exclude the possibility that the association is non-causal or
confounded by other factorsOrganizational justice may benefit an
organization in a number of ways, such as improving employee’s trust
and promoting citizenship behaviour, job commitment and performance.
More importantly, it encourages positive reciprocal relationship between
employer and employees that creates a conducive working environment,
therefore enabling the organization to retain the best employees.
Although organizational justice is associated with the ability of
management to allocate resources fairly to all concerned in the
organization, it still depends on the management skills of heads of
departments in making just decisions. Thus, a key area for future
research that should be focused on is to identify effective ways to
manage and eliminate injustice in the workplace.