Organizational Justice Perspective Research Articles

Employee concerns regarding self-managing work teams: A multidimensional justice perspective

The increase in the use of self-managing work teams in organizations has been accompanied by growing employee resistance and concern about what such dramatic changes mean to workers. Using an organizational justice perspective, this chapter identifies and examines employee concerns about the move to self-managing work teams in two Fortune 500 organizations. Employee fairness concerns regarding three types of justice—distributive, procedural, and interactional—are highlighted. Findings suggest that to address employee fairness concerns regarding the move to self-managing work teams, managers should act distributively, procedurally, and interactionally justly.

Affirmative action programs: an organizational justice perspective

Affirmative Action Programs (AAPs) are becoming increasingly common in the workplace. Typically their effectiveness has been assessed by the number of women and minorities hired and promoted. A neglected, but important measure of effectiveness is how AAPs are perceived by employees. When employees perceive that AAPs violate notions of fairness, negative attitudes and behaviors may occur and lead to decreased organizational performance. A model of perceived AAP fairness is presented using an organizational justice perspective. An initial (partial) test of the model is conducted and avenues for future research are discussed.

The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

A justice model of applicants' reactions to employment-selection systems is proposed as a basis for organizing previous findings and guiding future research. Organizational justice literature is briefly reviewed, and key findings are used to provide a framework for the proposed model and to support hypotheses. The procedural justice of selection systems is examined in terms of 10 procedural rules, wherein the satisfaction and violation of these rules provide the basis for fairness reactions. Distributive justice of hiring decisions is examined with respect to equity, equality, and needs. The model also includes the interaction of procedural and distributive justice and the relationship of fairness reactions to individual and organizational outcomes.

The Disclosure of Executive Pay and Labor Relations: An Organizational Justice Perspective

The Disclosure of Executive Pay and Labor Relations: An Organizational Justice Perspective