Employee Perceptions Of Fairness Research Articles

Assessment of Employee Well-Being on Organisational Effectiveness & Productivity: A Literature Review

This paper examines the various and complex aspects of employee well-being, including global and individual perspectives. The study examines the pivotal role of leadership, organizational culture, job satisfaction, job quality, age and gender dynamics, and family-friendly practices in shaping employee well-being. Through a synthesis of existing research, key findings emerge, highlighting the significance of engaged leadership in promoting employee performance and well-being. Additionally, the impact of organizational justice and supportive work environments on employee perceptions of fairness and well-being is discussed. Furthermore, the relationship between job satisfaction, job quality, and employee well-being is explored, emphasizing the importance of addressing diverse employee needs. The study also delves into age and gender differences in well-being, as well as the influence of family-friendly practices on reducing work-life conflict. Overall, this literature review provides valuable insights for organizations seeking to prioritize employee well-being as a strategic imperative in today's dynamic business landscape, ultimately contributing to enhanced organizational performance and success.

Perceptions of organizational justice and life satisfaction among Nigerian prison staff

ABSTRACT Employee perceptions of fairness are a critical component of organizational justice, and empirical studies have shown that both distributive and procedural justice, the major dimensions of organizational justice, play a role in work performance and life satisfaction. In this study, we surveyed perceptions of organizational justice from 120 Nigerian prison staff and examined how it impacted their life satisfaction. The findings indicated both procedural and distributive justice were associated with higher levels of life satisfaction. Line staff had lower life satisfaction, but it was the only demographic variable to have a significant effect. As the costs of acting in a procedurally fair manner are minimal, interventions that increase perceptions of procedural justice are likely to improve staff’s life satisfaction, a result that has clearly positive consequences for both employers and employees. Improving distributive outcomes, such as pay and benefits, are costlier but should also result in improved life satisfaction.

International comparative study on fair organizational management in Japanese companies in ASEAN

When studying notions of fairness in the workplace, it is important to consider the point of views of employees and how what they believe to be fair or unfair might have negative impacts on the company as a whole. For instance, changes to the working hours, paying different wages to people in similar positions, or redundancies, might well affect the motivation of employees, leading to falls in effort, productivity, efficiency and general worker happiness. There has been a significant amount of research dedicated to understanding employee perceptions of fairness in the workplace. Such research falls under the general banner of organisational justice, where researchers attempt to understand how an employee's attitude and behaviour is affected by the behaviour of an organisation. Professor Ikuya Kano from the University of Hyogo has embarked on a three-year research project related to the theories of organisational justice. Kano is working alongside Katsunori Kaneko and is performing a comparative study between Japanese workers and local workers in ASEAN countries (Mainly Thailand, Philippines, Indonesia, Vietnam and Laos).

Mapping Antecedents of Innovative Work Behavior: A Conceptual Review

Employee innovative behavior contributes to organizational success, and to overall business viability in the current competitive business environment. This paper analyzes past research and outlines some antecedents of innovative work behaviour. The paper proposes a framework depicting relationships among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper follows a rigorous, systematic review of published studies representing the literature addressing transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper relied extensively on computerized keyword searches in the main business source databases of EBSCOhost, Emerald, ProQuest, ScienceDirect and SpringerLink supplemented by a manual review. The review leads to a credible conceptual framework that elucidates the relationship among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. Consequently, the framework advances theories on effective leader behavior, employees' perceptions of fairness and innovative work behavior. The framework helps unpack some underlying mechanisms through which leadership directly and indirectly influences employee innovative work behavior. Recognizing that innovative work behavior is influenced by the quality of supervisor-subordinate relationship, our conceptual framework stimulates a behavior-oriented approach to innovative work behavior research and has the potential to generate actionable knowledge to manage innovative work behavior. Top management could utilize our framework when executing organizational design interventions that engender and shape innovative work behavior. Our framework also advocates for the promotion of effective leader behavior and employees' perceptions of fairness which support innovative work behaviour. In practical terms, organizations could train their supervisors to exhibit more transformational leader behaviors as they stimulate idea generation and implementation. Further, organizations could roll out training focusing on developing better exchange relationships between leaders and their followers. Additionally, organizations, aware of the impact of employee perception of fairness on innovative work behavior, could develop fair and equitable procedures or introduce interventions targeting the development of required behavior which in turn could stimulate innovative work behavior. Future research could benefit by focusing on how specific dimensions of transformational leadership influence employee innovative work behavior at the individual, team and organizational levels. Furthermore, future research could focus on how individual differences impact leadership, perceptions of fairness and innovative work behaviour.

Organizational justice and its impact on goal orientation and performance towards service sector

Current study is based on primary data and data has been collected by self design survey questionnaires. Organizational justice refers to employee perceptions of fairness in the workplace. These perceptions can be classified into three categories: distributive, procedural, and interactional. Distributive justice reflects perceptions regarding fairness of outcomes, while procedural justice reflects perceptions of processes that lead to these outcomes. Interpersonal justice reflects perceptions of interpersonal interactions and treatment. Researcher used regression analysis as statistical tool for data analysis through statistical software.

A South African Study Of Influence Of Fairness Of Human Resource Management Practices On Service Quality

This paper deals with the problem of poor service delivery in municipalities across South Africa – a problem that seems to elude a lasting solution. It assesses the extent to which perceived fairness in human resource management (HRM) practices affect service quality of selected municipalities in South Africa. Falling on organizational justice theory, it is posited that the HRM practices of municipalities could explain the poor service being delivered by municipalities in South Africa. Quantitative data collected from employees of nine randomly selected municipalities in the Free State Province was used to create indices for employee fairness perceptions of HRM practices as well as service quality as perceived by customers. From regression analysis, the results indicate that: employees perceive HRM practices as unfair; service delivery does not meet citizens’ expectations; and, statistically speaking, quality of service delivery is significantly and positively related to perceived fairness in HRM practices namely compensation (distributive); recruitment and Selection (procedural); and promotion (procedural) at the .05 and .01 levels of significance – meaning that fair HRM practices are important for quality service delivery.

How Do Healthcare Employees Rate the Ethics of Their Organization? An Analysis Based on VA IntegratedEthics® Staff Survey Data

Healthcare organizations with an ethical culture experience higher levels of employee productivity, less staff turnover, better levels of patient safety, resource and cost savings, and higher levels of patient satisfaction. Employees' perceptions of the ethics of their organization are considered a good indicator of the ethics culture. How employees rate the ethics of their organization is not well understood. Previous research has identified a number of attributes that are salient to employees' perceptions in this area. However, little is known about how employees synthesize their perceptions of these attributes to rate the ethics of their organization. Without this knowledge, managers have little specific information to act on to improve practices that would in turn improve employees' perceptions of their organization's ethics. For this study, we used data from Department of Veterans Affairs' (VA) 2014 IntegratedEthics@ Staff Survey administered to Veterans Health Administration (VHA) staff. We used multivariate regression analyses to investigate how VHA employees weigh their perceptions of eight attributes of an ethical organization to inform an overall rating of the ethics of their organization. We found that employee perceptions of fairness, clarity of expectations, accountability, and leadership's prioritization of ethics had the strongest associations with the overall rating. In addition, employees disproportionately weighed their positive perceptions in determining their overall rating. Therefore, a strategy to improve employees' perceptions of these attributes could potentially have the greatest marginal return on investment with respect to improving employees' perceptions of the ethics of an organization.

Organizational rewards: considering employee need in allocation

Purpose– The purpose of this study is to investigate how employee need relates to rewards and employee perceptions of fairness within an organization in the USA using a pay-for-performance system.Design/methodology/approach– To evaluate the presence of a relationship between employee need and reward allocation in a pay-for-performance system, a questionnaire was administered to a sample of 292 employees from two departments at an academic medical center.Findings– The findings highlight the positive relationship between employee need and reward allocation that remains when controlling for employee performance evaluation ratings. Findings further show that employee communication with the manager about need explains this relationship.Research limitations/implications– The findings make two important contributions to research on reward allocation and performance management. First, the results show employee need is related to the allocation of rewards in organizational settings outside of collectivistic cultures or developing countries. Second, by demonstrating the role of employee communication with managers about need within the relationship between employee need and reward allocation, the paper provides a more detailed understanding of additional factors related to compensation decisions in a pay-for-performance system.Originality/value– Little research has explored the relationship between employee need and reward decisions at an individual level in organizational settings within individualistic cultures. The findings from this study address this gap by establishing the presence of this relationship in a pay-for-performance reward-based organization with service-based values. This finding is timely due to the current economic downturn experienced by organizations, and thereby the level of employee need observed in Western individualistic cultures.

Investigating the Effects of Moral Intelligence on the Perceived Organizational Justice (Isfahan Zamzam Company as a Case Study)

Organizational justice refers to the employee perceptions of fairness in behaviors and working relationships. Due to the importance of justice, understanding the effects of fairness in organizations has attracted the attentions of many scholars of human resources, and organizational psychologists. This study attempted to examine the relationship between moral intelligence and perceptions of organizational justice and also analyzing the effect of different aspects of moral intelligence on organizational justice (distributive, procedural and interactional justice). The population of study consisted of 150 employees. The sample, based on the limited Cochran formula, 108 people were randomly selected and measured. Data were collected by questionnaire. Reliability coefficient of questions of moral intelligence and organizational justice through Cronbach's alpha, respectively 93%, 94% has been achieved. The bivariate regression is used to test the hypothesis. Considering the significant level of moral intelligence test on perceptions of organizational justice, moral intelligence has an influence on perceptions of organizational justice.

A Study on Employee Passion in Public Sector Banks

Employee Passion results from overall satisfaction with the organization, its policies, procedures, products, and management practices. Hard measures of Employee Passion include retention, absenteeism, tenure, and productivity. Soft measures include employee perceptions of fairness, justice, and trust. Employee Passion is a positive emotional state of mind resulting from perceptions of worthwhile work, autonomy, collaboration, growth, fairness, recognition, connectedness to colleagues, and connectedness to leader—all of which lead to standards of behavior that include discretionary effort, long-term commitment to the organization, peak performance, low turnover, and increased tenure with the organization. The present study explores the factors which affect the Employee Passion in public sector banks. A survey was conducted among subordinate staff, award staff, and officers in five public sector banks operating in Kottayam, Kerala. The purpose of study is to understand what motivates them to continue in the job and deliver service to the satisfaction of the customers. The conclusion of the survey was that Employee Passion in public sector banks is a concept that extends beyond the meaning of some of the present research on employee engagement. It includes, but is not limited to, satisfaction, morale, and performance. Also, Employee Passion arises from a combination of hard and soft measures that include satisfaction, engagement, motivation, and willingness to exert discretionary effort.

Examining the Positive and Negative Effects of Guanxi Practices

In this research, we compared and contrasted the effects of managers’ interpersonal level guanxi practice and group level guanxi practice on employees’ procedural justice perceptions. Results indicated that interpersonal guanxi practice was associated with increased employee fairness perceptions whereas group level guanxi practice (the sense that guanxi is used often to make human resource decisions within a management group) was negatively related to perceived fairness. Thus, while individuals may like the personal favors of managers’ interpersonal guanxi practice, their sense of justice is undermined by the broad use of guanxi. In addition, group level guanxi practice moderated the relationship between interpersonal guanxi practice and procedural justice such that this relationship was stronger in work units with high levels of group level guanxi practice. Thus, when employees see many others affected by guanxi, their sense of justice is even more strongly influenced by interpersonal guanxi practice.

Examining the positive and negative effects of guanxi practices: A multi-level analysis of guanxi practices and procedural justice perceptions

In this research, we compared and contrasted the effects of managers’ interpersonal level guanxi practice and group level guanxi practice on employees’ procedural justice perceptions. Results indicated that interpersonal guanxi practice was associated with increased employee fairness perceptions whereas group level guanxi practice (the sense that guanxi is used often to make human resource decisions within a management group) was negatively related to perceived fairness. Thus, while individuals may like the personal favors of managers’ interpersonal guanxi practice, their sense of justice is undermined by the broad use of guanxi. In addition, group level guanxi practice moderated the relationship between interpersonal guanxi practice and procedural justice such that this relationship was stronger in work units with high levels of group level guanxi practice. Thus, when employees see many others affected by guanxi, their sense of justice is even more strongly influenced by interpersonal guanxi practice.

Employee perceptions of fairness as predictors of workers' compensation claims for psychological injury: an Australian case‐control study

AbstractCompensation claims for psychological injury are often expensive and slow to resolve; thus, employers, as well as health professionals, need to understand the predisposing circumstances. Australian workers suffering from work‐related stress may apply for compensable leave and treatment costs under the category of ‘psychological injury’. Little is known about the predictors of such claims, but one might expect psychological vulnerability in terms of negative affectivity to distinguish workers who lodge psychological injury claims. In a large longitudinal study of white‐collar workers, after comparing claimants with non‐claimants cross‐sectionally, case‐control methodology was used to compare those who subsequently made a workers' compensation claim for psychological injury with matched controls. Rather, perceived characteristics of the work environment, particularly relating to procedural justice, most clearly differentiated cases from controls. Not only human resource managers but also all whose work includes supervisory responsibilities need to take into account that perceived injustice at work predicts future workers compensation claims for psychological injury. Copyright © 2009 John Wiley & Sons, Ltd.

Employee fairness perceptions of performance appraisal: a Saint Lucian case study

This research identifies the essential factors which influence employees' fairness perceptions of their performance appraisals, and determines the applicability of these factors to the experiences of employees in a Saint Lucian public service organization. Fairness perceptions are of three main types. First, distributive justice refers to the perceived fairness of an actual appraisal rating. Second, procedural justice refers to the perceived fairness of procedures used to determine the appraisal rating. Third, interactional justice refers to the perceived fairness of the rater's interpersonal treatment of the ratee during the appraisal process. A qualitative case study method was used to gain a rich understanding of employee perceptions of the fairness of their performance appraisals. Data were obtained from both completed appraisal forms and interviews with 20 knowledgeable employees. All interviews were transcribed and assessed using a thematic analysis. Overall, results show that distributive, procedural, and interactional justice factors identified in the existing literature influence employee perceptions of fairness in their appraisals. Results suggest that employees also consider four additional justice factors, as yet not formally recognized in the justice literature, one distributive – the consistency in reward distribution – and three procedural – appraisal frequency, job relevant criteria, and rater and ratee training.

Linking Justice, Performance, and Citizenship via Leader–Member Exchange

While organizational justice continues to garner attention by researchers, why perceptions of justice influence a variety of outcomes is still in need of explanation. In this paper, we examine one type of social exchange process that may provide a better link between perceptions of fairness and important organizational outcomes. Specifically, we examine how leader–member exchange (LMX) affects the relationship between employee perceptions of fairness and supervisor-rated performance and organizational citizenship behaviors (OCBs). Data from our study demonstrates that LMX fully mediates the relationship between interactional justice and performance and OCBs. In addition, the results demonstrate that LMX moderates the relationship between both distributive and procedural justice and OCBs.

Justice source and justice content: evaluating the fairness of organisational career management practices

This article presents part of the findings of a multi‐method study into employee perceptions of fairness in relation to the organisational career management (OCM) practices of a large financial retailer. It focuses on exploring how employees construct fairness judgements of their career experiences and the role played by the organisational context and, in particular, OCM practices in forming these judgements. It concludes that individuals can, and do, separate the source and content of (in)justice when it comes to evaluating these experiences. The relative roles of the employer, line manager and career development opportunities in influencing employee fairness evaluations are discussed. Conceptual links with organisational justice theory are proposed, and it is argued that the academic and practitioner populations are provided with empirical evidence for a new theoretical framework for evaluating employee perceptions of, and reactions to, OCM practices.

Contact employees: Relationships among workplace fairness, job satisfaction and prosocial service behaviors

Contact employees deliver the promises of the firm, create an image for the firm and sell the firm 's services. Leading firms and scholars propose a possible relationship between the fair treatment of these employees and excellence in service delivery. This important proposition, however, lacks much more than anecdotal evidence. An empirical investigation is presented which offers support for positive relationships between contact employee fairness perceptions and their prosocial service behaviors (customer service behaviors and cooperation with fellow employees) and job satisfaction. Fairness of job supervision, pay and promotion rules and supervisor administration of these rules emerge as the key predictors of contact employee prosocial service behaviors and job satisfaction. The paper concludes with a discussion of research and managerial implications.

Exploring the relationships between top management behaviors and employee perceptions of fairness

Leaders and administrators of both public and private sector organizations are concerned with the issue of work place justice; however, little research has examined the influence of top managers on employees’ perceptions of fairness in the workplace. In this study, data were collected measuring behaviors of both supervisory and top management leadership, which were correlated with measures of workplace justice. Results found that, while supervisory behaviors were important predictors of workplace justice, top management vision was also found to be a significant predictor, explaining variance above and beyond that explained by the supervisory behaviors. Results are discussed as they apply to public sector organizations.

Two key factors that belong in a macroergonomic analysis of electronic monitoring: Employee perceptions of fairness and the climate of organizational trust or distrust

Two microergonomic elements not usually discussed in treatments of electronic monitoring of VDT clerical work are employee perceptions of fairness (in work standards and measurement process) and the overall climate of employee trust in management. The author's field studies found these factors serving as major mitigating or intensifying elements in the stress that clerical employees can experience when they perform intensive heavy-duty VDT applications, and as central variables in distinguishing beneficial from harmful monitoring programmes. A case study involving change in supervisory monitoring policies for 200 customer service agents at one of Federal Express Corporation's telecommunication call centres in the USA in 1985–86 demonstrates how a Unit Head at a non-union company long known for its positive employee relations policies installed monitoring practices that the call agents considered unfair and a breach of the company's traditional climate of employee-employer trust. Employee protests, when communicated to top management, led to discarding the unilaterally-instituted and quantity-oriented monitoring policy and replacing it with a consensually-developed supervisory monitoring system balancing quality and quantity elements in a way that satisfied both employees and management. The present system of supervisory monitoring of customer service work at Federal Express (1991) enjoys broad employee support, suggesting that a fair system of monitoring, applied in an environment of earned trust between employees and employer, can meet critical productivity and quality interests of employers in clerical VDT work without creating harmful employee stress and discontent. It also suggests that empirical investigation of the fairness and trust factors represents an important and practical area of research in a macroergonomic analysis of employee monitoring programs and impacts.