Organizational Justice - Book Report/Review Example

McMillian-Capeheart, Amy; Orlando, Richard "Organizational justice and perceived fairness of hiring decisions related to race and gender: AffirmativeAction Reactions" Equal Opportunities International: 2005 pg. 45-59 This paper explores a laboratory experiment in the perceived fairness of hiring decisions when influenced by affirmative action. Results indicate hiring process is perceived to be fairer when affirmative action is not used as justification for decisions. Amy McMillan-Capehart is affiliated with the East Carolina University College of Business. Richard Orlando is affiliated with the University of Texas at Dallas School of Management. The authors critically examined evidence gathered in an experiment by K. Rasinski published in the Journal of Personality and Social Psychology in 1987, in which subjects (either white females or African-American males) believed the hiring process to be fairer when no justification was given than when affirmative action was given as reason. This will be relevant to my research in that it shows the perception of affirmative action is that it is unfair; judging on basis other than qualifications. This article is similar to the following article which expresses concern on the fairness of hiring processes and the perceived justice of an organization. Also, coupled with the articles on age and gender discrimination these selections form a knowledge basis of the major issues of organizational justice. Morin, Richard; "Hiring shouldn't be a subjective process" Canadian HR Reporter; 2007 pg. 31 This article explores the idea that hiring is too much a subjective process, which could be effectively combated by forming an assessment that job candidates must fill out. This would allow the interviewer/hiring manager to analyze how the candidate would fit into the position instead of how the manager feels about the candidate. Richard Morin is the principal of www.strategicbusinessservices.net and as such has experience with both creating and maintaining assessments for a multitude of companies. This article would be extremely useful in terms of my research in that it reiterates the need for justice in an organization and yet offers a viable solution to the dilemma of fairness in hiring. This would allow for better perception of fairness in organizations from the beginning. Compounding on the knowledge of McMillian-Capeheart and Orlando's paper which found affirmative action to be perceived as unfair, a solution to the hiring process that would take the subjective out of it would be an important discovery. Also mentioned was the idea that the hiring process be molded to fit the requirements of the open position, allowing opportunity in the assessment of candidates to judge predisposition to workplace deviance as referred to by Henle. Bibby, Courtney L. "Should I stay or should I leave Perceptions of age discrimination, organizational justice, and employee attitudes on intentions to leave" Journal of Applied Management and Entrepreneurship 2008 pg 63-86 Courtney Bibby is affiliated with Lynn University. This paper studies literature to examine employee perceptions of age discrimination, organizational justice, and employee attitudes as factors that attribute to an employee's intentions to leave. Four research hypotheses were created based on empirical studies examined in the review of literature and the related theoretical underpinnings. They are 1. Young adult engineers perceive more age discrimination and have greater intentions to leave than other age groups of engineers. 2. There are significant curvilinear relationship between age and perceived age discrimination, perceived organizational justice, and intentions to leave. 3. Age, perceived age discrimination, perceived organizational justice, and employee attitudes are significant explanatory variables of intentions to leave among engineers. And finally, 4. Demographic and work profile characteristics are significant explanatory variables of intentions to leave among engineers. These four hypothesis and subsequent conclusions also support the previous findings of Samad, Folger and Konovsky's noting that a positive and significant relationship between organizations justice, job satisfaction, and organizational commitment exists. This is the most relevant to my research in that it proves that organizational justice directly affects job satisfaction and commitment of employees. Age and Gender discrimination are potential factors to consider when contemplating the perceived justice of an organization. As in the following article, if an organization is judged to be biased and unjust it affects the attitudes and satisfaction of its employees. These two articles along with the first article cover the three major issues of workplace justice; race, age, and gender. Foley, Sharon; Hang-yue, Ngo; Wong, Angela "Perceptions of discrimination and justice are there gender differences in outcomes" Group and Organizational Management 2005; pg 421-450 The authors of this article are affiliated with Drexel University and The Chinese University of Hong Kong, respectively. This article examines the relationship among perceived gender discrimination, organizational justice, and work-related attitudes, commitment, and intentions to leave for a sample of Protestant clergy in Hong Kong questioned in 2001. The results found that organizational justice directly affected job attitudes, women who perceived more gender discrimination had a lower organizational commitment, men who perceived more justice had a higher level of job satisfaction, and perceptions of justice influenced intentions to leave through their impact on job satisfaction and organizational commitment. The relativity of this paper to my research is that when an organization is perceived to be biased and unjust, it directly affects job attitudes, commitment, and satisfaction. Gender, age, and race are the three major groupings of issues with workplace justice. This article, together with the previous article and the first in this series, cover these three major issues in enough detail to pertain to my research in Organizational justice. They all reiterate the idea that when an organization is judged to be biased and unjust it affects the attitudes and satisfaction of its employees. Henle, Christine A. "Predicting workplace deviance from the interaction between organizational justice and personality" Journal of Managerial Issues 2005 pg 247-263 This article discusses workplace deviance and its predicting factors as well as the negative relationship between organizational justice and workplace deviance. Henle is the Assistant Professor of Management at the University of North Carolina at Charlotte, and based this paper upon her research dissertation presented at the Academy of Management meeting in 2002. Henle collected data from employed undergraduate business and psychology students by means of a survey. Understanding workplace deviance as an effect of employee's perceptions of the fairness of the organization is a substantial argument for quality organizational management and justice. This particular article is most relevant to my research as a validation of the importance of Organizational justice in employee satisfaction and retention. Morin in his article discusses the idea that with a pre-hire assessment, candidates who have a predisposition to workplace deviance could be weeded out before hire. Specifically pertaining to supervisory or management positions as they are the hardest to fill and directly affect the happiness of other employees on a larger scale than lower level employees. Hubbell, Anne P.; Chory-Assad, Rebecca M. "Motivating factors: perceptions of justice and their relationship with managerial and organizational trust" Communication Studies 2005, pg 47-70 Anne Hubbell is an Assistant Professor of Communication Studies at New Mexico State University and Rebecca Cory-Assad is an Assistant Professor in the Department of Communication Studies at West Virginia University. This article attempts to determine whether different types of justice relate to managerial and organizational trust in unique ways. The authors presented this paper at the annual meeting of the Western States Communication Association in Albuquerque, N.M. in 2004. Hubbell and Chory-Assad indicated that procedural justice was the strongest predictor of both organizational and managerial trust, distributive justice only predicted managerial trust, and interactional justice did not predict either type of trust. The authors surveyed numerous organizations in two demographic regions. These findings are most relevant to my research in that it validates the idea that employees perceptions of justice affects the trust they have in management therefore profoundly influencing their view of organizational justice. If employees do not feel comfortable trusting their management, they perceive less justice from that management and are therefore more likely to be unhappy and less productive. Compounding on the articles of Foley, McMillian-Capeheart, and Bibby, if a candidate was hired in what they felt was a fair way (non-discriminatory) they would then be more likely to trust in the organization and perceive it to be just and fair. Read More