Main Concepts of Organisational Justice - Coursework Example

Organizational justice Organizational justice Organizational justice results from how a specific employee views the justice system of an organization and the resulting attitude and behavior in the workplace. Justice is an idea that a certain action is morally right. Various aspects of organizational justice, promote employee job satisfaction and their organizational citizenship behavior. Organizational citizenship behavior is a behavior that exceeds the basic requirements of any job, is discretionary and benefits the organization (Jerald Greenberg 2013). Though most of such behaviors are voluntary, they might achieve an indirect reward by the company. This citizenship behavior is often a product of motivation and high levels of commitment. The employee in question takes the initiative to go beyond the intended limits of the job. Employee satisfaction is the extent to which employees are contented with their jobs. Distributive justice It is mainly concerned with fairness associated with any decision outcomes and in the distribution of available resources (Beugré 2007). The outcomes distributed might either be tangible including pay or intangible including praises. Most employees arrive at job satisfaction by comparing the equity between their inputs in their company and the resulting output. This means that individuals might compare the amount of job done with the amount of rewards achieved in the long run. It is important for an organization to ensure this equity for the employees to feel motivated and contented. Individuals that get more than they work for might feel guilty in the long run. On the other hand, individuals who gain less than they work for might feel angry with the organization thus resulting into less job satisfaction among them. It is important for a company to ensure that it compensates all its employees well to avoid unfairness either in payments or in other sectors of the organization. It should also ensure that it distributes other rewards and benefits equally to all employees depending on the quality and amount of work done. Distributive justice ensures that organizational citizenship behavior is evident in many ways. For instance, it promotes courtesy and politeness in the work place. Once an individual is contented with their job, they extend virtue of politeness and courtesy to other employees and to the organizational customers. For instance, the employee in question might enquire if a co-worker is experiencing trouble with a certain project. The employee also exhibits the virtue of sportsmanship where they exhibit no negative behavior when an activity or project does not go as planned. For instance, if they submit a proposal to their seniors, a proposal that they expected to be well received and appreciated, the boss rejects it. The employee in question does not go about bad-mouthing the boss to other employees. They just take the comments in a positive way and work hard to come up with another better proposal according to the comments given. Moreover, the employee might take on the virtue of conscientiousness when faced with distributive fairness. This is one virtue that is of importance in the organizational citizenship behavior. Here, the employee goes beyond the expectations of the organization. For instance, every employee is required to report to work on time and provide quality work to the organization. However, that employee who is governed by the virtue of conscientiousness not only reports early to work and provide quality work as expected but exceeds such expectations. As a result, they ensure customer satisfaction and improve the productivity of the organization in question. Thus, it is upon every organization to ensure distributive fairness in both the tangible and non-tangible resources to improve their employees’ job satisfaction and to enhance their organizational citizenship behavior (Brockner 2011). Procedural fairness It is that fairness that relates to all the processes that leads to outcomes in the organization (Anthony 2007). Every individual in the organization should have a voice and adequate involvement in the processes that the organization undertakes to promote its outcomes. It is unfortunate that most of the seniors in a company have their favorites whom they involve in making various decisions affecting the organization. This results into bias resulting in lack of employee satisfaction in their jobs. These employees feel left out and they feel as if they are not competent or qualified enough to undertake such important decisions in the organization. Moreover, organizations ought to exercise caution when coming up with procedures of determining the outcomes of various levels of units of individuals. If all employees are involved in decision making of an organization that affects its outcomes, they feel more contented with their jobs. It feels good when the top officials of the organization have faith in an employee. Moreover, such managers or top officials of an organization should exercise fairness in coming up with procedures of determining the outcomes of various employees in the workplace. The issue of rewarding and motivating only some employees than others in their job positions is biased. They should exercise caution and avoid bias based on gender, age, ethnicity or sex of an employee since such promotes laxity and poor work performance among the employees (Walter 2014). Employees that have effective and adequate procedural justice are also involved in aspects of organizational citizenship behavior. One, such an employee exhibits the civic virtue. It involves how an individual supports an organization they work with, and how well they support it outside the official capacity. For instance, such an employee may spread the good news of the organization to family and friends during a social gathering and may even sign up for business events including charity events or walks for the organization. Such individuals might also involve in other activities of the organization that are not stated by the company. For instance, this individual might sign up for extra job with the company without expecting anything in return (Stride, Wall, & Catley 2007). Such an individual is exhibiting the organizational citizenship behavior where they go beyond the expectations of the organizations. They feel so contented with their job positions that they feel indebted to the company. They feel that urge to do something extra for the company in return. An organization with several or all of such employee achieves its targeted goal very easily. They maximize on their intended profits and thus continue motivating their employee the more to continue on that trend. Interactional justice It is the amount of treatment an individual gets in the process of decision making which are promoted by adequate explanations for decisions and ensuring that any news is delivered with lots of sensitivity and respect (Organ, MacKenzie, & Podsakoff 2006). It is divided into two: interpersonal justice which is respect and propriety in the way an individual receives specific treatment. It involves how individuals are treated politely, respectfully and with dignity by various authorities involved in coming up and executing procedures and outcomes. The second one is informational justice which is adequacy of all explanations given in terms of their timing, specifications and truthfulness. It explains why procedures or outcomes were distributed in a certain way. It is upon the managers or top officials of an organization to ensure that they treat all employees with the desired respect and dignity that they deserve. Most of the top officials might allow the level of authority get into their head; thus, treating other junior employees as they please. As a result, such employees might feel angry towards the top officials and this might manifest in their job performances. Any news that is delivered to the employees regarding their outcomes should be delivered in a respectful and sensitive way (Schriesheim & Neider 2012). For instance, if an employee comes up with a proposal that is not at par with the organization’s expectations, the top officials should deliver such information with lots of caution and respect. It is also important to explain to all employees why certain procedures or outcomes were distributed in a certain way. The employees feel respected and appreciated by the organization; thus, improving their job satisfaction. As a result, they extend this into their job performances thus improving the organizational productivity. Interactional justice also ensures that the employees adopt to the organizational citizenship behavior. The way top officials in an organization relates with their employees in the organization in matters of relaying important information and outcomes enhances that they develop important virtues. One of them is courtesy (Gerald 2012). Since such managers treat them with adequate respect and dignity, they reciprocate such acts to others in the organization. For instance, they might offer to help other co-workers in the organization with workloads that prove difficult to them. The employees also exhibit sportsmanship where they do not exhibit any negative behavior if any action does not proceed as planned. In case they experience any hardships in the course of their work, or some of their work is rejected by their top managers, they do not go complaining to other individuals who might report it back to the top officials. Instead, they work on the remarks made to come up with the best. Such employees do not give up but continue working hard to achieve the organization’s goals. Such employees go an extra work to even find time during their free time to embark in the organization’s job. As a result, they increase their productivity in the organization (OBrien 2008). Thus, all the three aspect of organizational justice are important in enhancing the employees’ job satisfaction and their overall organizational citizenship behavior. Bibliography Antony L.Casas Jr 2007. Human Resources Professionals Justice Perceptions and Organizational Justice. New York: ProQuest. Beugré, C. D. (2007). A cultural perspective of organizational justice. Charlotte, N.C: Information Age Pub., cop. Brockner, J. (2011). A Contemporary Look at Organizational Justice. Business & Economics , 200-287. Jerald Greenberg, J. A. (2013). Handbook of Organizational Justice. Business and Economics , 500-680. OBrien, K. E. (2008). A Model of Organizational Citizenship Behavior . New York: ProQuest. Organ, D. W., MacKenzie, S. B., & Podsakoff, P. M. (2006). Organizational citizenship behavior : its nature, antecedents, and consequences. Thousand Oaks, Calif: Sage. Walter C. Borman, S. J. (2014). Organizational Citizenship Behavior and Contextual Performance. Psychology , 100-128. Gerald R. Ferris, D. C. (2012). Politics in Organizations. Psychology , 600-621. Schriesheim, C., & Neider, L. L. (2012). Perspectives on justice and trust in organizations. Charlotte, NC: Information Age Pub. Stride, C., Wall, T. D., & Catley, N. (2007). Measures of job satisfaction. 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