Lecture 9: Organizational justice Flashcards
Psychological contract
An individual´s belief regarding the terms of conditions of a reciprocal exchange agreement between that person and another party
- Creation
- Maintenance
- Disruption
- Recreation or avoidance
–> 55-65% of the promises made are being broken for people with a high education degree within 6 monts of working
Why care about PC’s?
- When fulfilled –> increased job satisfaction, in-role and extra-role performance, productivity and career advancement
- When violated –> increased feeling of betrayal, anger, frustration, negative affect, distrust, behave counterproductive, behave in stealing behavior and higher turnover intentions
Violation Resolution
The victim’s perception that the discrepancy between the original PC and actual experiences has been reduced and the associated negative affect dissipated
Strategies after breach or violation
-Problem-solving strategies: attempts to reduce the contract discrepancy itself
- Emotion-focused strategies: attempts to reduce negative affect –> positive effect on violation resolution
- Avoidance strategies: mental and behavioral disengagement –> negative effect on violation resolution
Distributive justice
Fairness associated with decision outcomes and distribution of resources. (How I allocate resources among people)
Procedural justice
Fairness of the processes that lead to outcomes involving characteristics such as consistency, accuracy, ethicality, and lack of bias (How did I distribute that money across people? Are there rules?)
Interactional justice
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
- Interpersonal justice (Dignity and respect for the human being)
- Informational justice (I give you all information you need in a timely matter)
Health-related consequences of injustice
- Stressor-strain reaction –> effects well-being
- Anxiety, posttraumatic stress disorder, lower life satisfaction, increased burnout, and lower health
- BUT, not sustained over time –> when injustice dissapears, the consequences also tend to dissapear
Attitudinal and relational consequences of injustice
- Stress–> effects job evaluation (attitude)
- Reduced job satisfaction, organizational commitment, job involvement and trust. Also higher turnover rates
- Effect does sustain over time
Performance consequences of injustice
- Limited cognitive processing abilities –> takes attention away
- Diminishing task performance, creativity, goal progress and OCB. Also higher turnover rates
- Stays longer, will not go back where you started
Justive rules
Rules to evaluate distributive justive/fairness of outcomes
- Equality
- Equity
- Need
Equality
Providing each employee roughly the same compensation
Equity
Rewarding employees based on their contributions
Need
Providing a benefit based on one’s personal requirements
Fair Process effect
Just procedures can mitigate the ill effects of unfavorable outcomes
Pseudo-voice/pseudo-participation
Voice opportunity given by managers who do not have the intention to actually consider employee input
Uncertainty management theory
Justice perceptions are used as a heuristic substitute to judge the fairness of an outcome/decision when there is uncertainty (insufficient information to evaluate the fairness of an outcome or the trustworthiness of the authority)
