Organizational Justice, Its evolution, types and outcomes

1. ORGANIZATIONAL
JUSTICE
CITIZENSHIP & ETHICS

2. 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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3. 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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4. 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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5. 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).
 Outcomes are what an individual perceives
to get out of an exchange relationship (e.g.,
pay and recognition).
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Inputs Outputs

6. 6
Organizational
Justice
Ethics
Religon Fairness
Law
ISSUES
Perception of fair play, equal opportunities for promotions, and personnel
selection procedure

7. Types of
Organizational
Justice
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Distributive Justice
Procedural
Justice
Interactional
Justice
Temporal Justice

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

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

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

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

14. ANTECEDENTS OF
PERCEPTION OF
ORGANIZATIONAL
JUSTICE
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Employee
Participation
Communication
Justice Climate

15. 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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16. Higher
Employee
Participation
Perception of
Lower
Organization
al Injustice
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 Higher levels of justice are
perceived when employees
feel that they have input in
processes than when
employees do not perceive
that they have the opportunity
to participate
EMPLOYEE PARTICIPATION

17. 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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18. COMMUNICATION
Higher Good
Quality
Communication
Perception of
Lower
Organizational
Injustice
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 The quality of communication
by an organization or
manager can improve justice
perceptions by improving
employee perceptions of
manager trustworthiness and
also by reducing feelings of
uncertainty

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

21. OUTCOMES OF
ORGANIZATIONAL
JUSTICE AND
INJUSTICE
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Trust
Performance
Job satisfaction and
organizational commitment
Organizational citizenship
behavior
Absenteeism and withdrawal
Emotional exhaustion

22. 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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23. 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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24. 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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25. 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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26. 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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27. 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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28. Ways To Promote Organizational
Justice
Pay workers
what they
deserve
Follow
open and
fair
procedures
Offer
workers a
voice
Meet
regularly
and invite
input
Conduct
employee
surveys
Keep an
―open
door policy
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29. Thank You!
Any Question ?
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