Why Its So Hard to Be Fair - Essay Example

This is followed by apologies to those who will be laid off and offer consolation to the ones left. Infirm B the manager in charge fails to give the underlying reasons as to why employees are being laid off or if they do, time is not taken to allow for questions or even employees’ input on the matter. Firm B employees are further advanced good layoff packages as a sign of consolation. The employees of company B later file lawsuits claiming unlawful layoffs while none or just a few from firm A file similar suits (122-23). Firm B fund itself using a lot of resources in the lawsuits over and above the funds and benefits granted to the laid-off workers.
• Process fairness
The difference in the above outcome was solely based on the approach taken to handle the situation and this is in regards to process fairness. This entails the manager treating the employees fairly and for the employees to feel that they have been treated as so. After the layoffs, it was noted that for firm A the productivity increased for those who were left while in firm B is reduced. This, therefore, means that the employees who were left were affected either in a positive manner or negatively. Those of firm A increased productivity because they believed that they had a responsibility toward enhancing organizational growth and felt that if they fail to work hard everyone stands to lose in one way or the other. Infirm B workers felt that the laying off process was unjust as not much explanation was given and this reduced their morale a great deal (Brockner 123).
• The business case for a fair process
As seen above time, resources and productivity was lost simply because the manager in firm B did not take time to be courteous enough to explain the issue at hand or even listen and discuss the situation with employees. The firm also ended up losing a great deal of money in the process. Employees need to feel in such situations their views are taken into consideration as well as their plight. This calls for the management to involve employees in decision making more so in areas that will affect their wellbeing. This scenario is also true with customers who need to feel that they have been treated in a just way and with process fairness. If a patient, for example, feels they have received poor medical care they are less likely to file a lawsuit against the doctor if the doctor takes time to apologize and give the circumstances that caused such (Brockner 124).
• Fair process as a performance booster
Process fairness is known and has been seen above to minimize costs of operation. According to Brockner (125), on the other hand, process fairness adds value and leads to increased performance by the employees. Strategies in an organization collapse at their implementation basically due to a lack of proper consultation with those implementing them.
• Why isn’t everybody doing it?
Practicing process fairness is now clear that it brings a lot of advantages to a firm but this notwithstanding managers do not seem to practice it because:
a) Some managers believe that offering tangible assets to employees like additional pay or compensation always results in a positive outcome while neglecting fair process (Brockner 126).
b) Benefits of process fairness are not that obvious like the actual amount a company may save in lawsuits for wrongful dismissal if it does not apply it.
c) Legal constraints also hinder process fairness where managers are obligated not to disclose certain information so as not to open new suits against the company.
d) Some managers also believe that sharing information with employees is tantamount to transferring power to them. The truth is that the management through sharing increases its influence and control.
e) Managers also evade handling uncomfortable situations for example explaining layoff issues to emotional employees (Brockner 127).
• Toward process fairness
Organizations can incorporate various steps in making fair processes the norm.
a) Addressing existing knowledge gaps – managers need to be aware of the negative consequences of the firm process so as to be equipped psychologically (Brockner 128).
b) Training – if intense training is instilled to managers on process fairness then there will be minimized incidences of revolt or discontentment from the employees. Read More