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PSYC 3490 > LECTURE 13: JUSTICE > Flashcards

LECTURE 13: JUSTICE Flashcards

1
Q

What are the three types of justice? Describe their relation

A
  1. Distributive
  2. Procedural
  3. Interactional (Informational & interpersonal)

All 3 encompass to make overall justice
-moderate correlate (overlapping)
-demonstrates differential prediction

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2
Q

What is distributive justice?

A

Fairness with which outcomes are distributed among members within a collective, unit, or group

outcomes = valued resources, rewards

different principles used to determine outcomes

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3
Q

Name 5 distributive justice principles

A

Resources distributed based on:
1. luck - random factor
2. Reciprocity - mutuality
3. Equity - individual inputs/contributions
4. Equality - each gets the same outcome, regardless of their contributions
5. Need - who requires them the most

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4
Q

What principle should be used when allocating outcomes for grades for student exams?

A

Equity - how well you know the material, performance

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5
Q

The goal of development is dependent on which principle?

A

Need

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6
Q

The goal of harmony is dependent on which principle?

A

equality

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7
Q

The goal of productivity is dependent on which principle?

A

Equity

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8
Q

What principle(s) should be used when allocating year-end bonuses for members of a team?

A

Equity - individual contribution
Equality - everyone part of the team & therefore gets the same rewards

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9
Q

What is equity theory?

A

People generally believe outcomes are fair at work & at school if they are more equitable

  • promote productivity if outcome is fair
  • to determine, compare with relevant comparison other (input/output with someone else)

Input - contributions to the collective/unit/group

Outcome - rewards or valued resources from the collective/unit/group

Related to merit - those who are more deserving get the most outcomes

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10
Q

In context of the workplace, what are examples of relevant inputs?

A
  • time (# of work hours)
  • team player (easy to work with)
  • communication skills (good attitude)
  • take initiative
    -quotas,money
    -publications
    -evaluations
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11
Q

What are the 3 consequences of equity theory?

A

Overpayment Inequality - employee is paid at a rate higher than the acceptable standard
- feel guilty (although not everyone might)
- feel deserving of pay

Underpayment Inequality - employee is paid at a rate lower than the acceptable standard
- feel angry

equitable payment - equal payment
- feel satisfied

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12
Q

What is the distributive justice scale? Describe the 4 criteria.

A

Assess how fair outcomes are:

  1. does your outcome reflect what you have contributed to the org?
  2. is your outcome justified, given your performance?
  3. does your outcome reflect the effort you have put into your work?
  4. Is your outcome appropriate for the work you have completed?
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13
Q

What are 5 outcomes associated with distributive justice? (STOPL)

A

Satisfaction w/ the outcome

organizational commitment

trust

lower withdrawal behaviours

performance (weak)

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14
Q

Describe 6 ways to restore equity

A
  1. change your inputs
  2. change your outcomes
  3. distort own inputs or outcomes
  4. distort comparison other input or outcomes
  5. change comparison other
  6. leave the situation
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15
Q

Will people change their inputs to restore equity?

A

Underpayment - work less hard
over payment - work hard

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16
Q

What do the Greenberg Office Move study results indicate?

A
  • Employees relocated to a new office; some went to a better space, some moved to a worse space
  • Wanted to see if this had any affect on employee productivity across various pay scales

Before the move: all levels of employee (regardless of pay) had similar performance rate (50)

During the move (week 3-4):
-Strong & moderate over payment employees: high productivity than the baseline measure

  • moderate & strong underpayment: lower productivity than baseline measure

After move: all levels of employees returned to baseline productivity

17
Q

What are three critiques of distributive justice’s focus on equity as a key principle?

A

1) assumes productivity is the only goal
- work relationships > equality
- development at work valued > need
- Son Hing: controlling for perceptions of equity, beliefs that there is too much inequality predicts..
1. lower group cohesion
2. greater group conflict
3. greater stress
4. lower group satisfaction

2) Ignores the difficulty of assessing relevant inputs
- role of bias; stronger when meritocracy made salient
group membership > stereotypes of (in)competence > assessment of inputs > discrimination in outcomes

3) ignores process of cumulative advantage & cumulative disadvantage
- atemporal: no consideration of time
- doesn’t consider past or mitigating factors
- best way is to look at someones future potential

18
Q

What is procedural justice?

A

The fairness of the process or procedures used to determine the distribution of outcomes

-rules applied consistently across people & time

  • representative of all views: voice in decision-making
  • everyone wants voice regardless if decision has been made
  • why? control; want to represent yourself
  • free from bias
  • uses accurate information
19
Q

What are outcomes of procedural justice?

(JOOPG)

A
  • job satisfaction
  • organizational commitment
  • organizational citizenship behaviour
    -performance
  • greater acceptance of outcomes
20
Q

What is interactional justice?

A

fairness of interpersonal treatment during the enactment of procedures or when outcomes are communicated

21
Q

What are the two forms of interactional justice?

A
  1. informational - fairness of the explanations provided about why procedures were used or why outcomes were distributed as they were
  2. Interpersonal - degree to which people are treated w/ politeness, dignity, & respect by authorities involved in executing procedures or determining outcomes
22
Q

What are outcomes of interactional justice?
(ETOL)

A

Perceptions of greater interactional justice largely predicts reactions to people seen as responsible:

-evaluations of leaders
- trust in leaders & supervisors
- organizational misbehaviour
- leads people to see the procedures as more fair & outcomes as more fair

23
Q

Describe the study context of Greenberg (1990) in relation to the interactive effects of the forms of justice.

A

Assessed whether high PJ & high IJ mitigate negative reactions to low DJ & if so what does this tell us about what motivates theft?

Context: manufacturing company needed to make pay cuts (15% over 10 weeks)

3 conditions:
1. control - high DJ (no pay cut)
2. Low DJ & low IJ (pay cut & treated poorly)
3.low DJ & high IJ (Fair treatment, fair cut)

level of theft assessed

24
Q

What are the interactive effects of the forms of justice according to Greenberg (1990)?

A

Employees more likely to steal under conditions of low DJ vs high DJ

effect is mitigated when employees receive high interactional justice (explanation for cut & respect given)

Do the results support the notion that theft stems from equity concerns or from desire for revenge?

  • Revenge: both groups in same situation; one given more support; w/o support = revenge

-Equity: theft restores after cuts; no calculated revenge

25
Q

What is the general pattern for the interaction between DJ & IJ in assessing fairness of outcomes?

A

Low DJ & Low IJ - unfair outcomes
Low DJ & high IJ - fair outcomes
High DJ & high IJ = fair
high DJ & low IJ = fair

26
Q

What is the general pattern for the interaction between DJ & PJ in assessing fairness of outcomes?

A

Low DJ & low PJ = unfair
Low DJ & high PJ = fair

Low PJ & high DJ = fair
high PJ & high DJ = fair

PSYC 3490 (11 decks)

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