Organisational Justice

LITERATURE REVIEW:
The term ‘organisational justice’ refers to the extent in which a company’s employees perceive the workplaces policies, procedures, interactions and outcomes to be of a fair and just nature (Baldwin, 2006). Coetzee’s (2005) institutional research displayed proof that these perceptions – positive or negative – have a major influence on employees’ overall attitude, behaviour and work ethic which, consequently, reflects on the organisations external reputation and success.
Work psychologists have highlighted that the concept of organisational justice is revolved around three distinct, but overlapping components; distributive, procedural and interactional justice (Ambrose & Schminke, 2007). Distributive justice pertains to the distribution of workplace outcomes and decisions, such as promotions and pay rises. Distributive justice violations occur when these decisions are unfairly dispersed due to bias or other unjustifiable circumstances. Procedural justice deals with the process that was used in order to come to these decisions. Violations of this component could occur when the steps and reasoning in which a decision was made are deemed prejudice or unfair. Lastly, interactional justice is associated with the quality in which an employee was treated throughout the decision making process. Bies and Moag (1986) detail that truthfulness, respect, propriety and sound justification are the primary elements of interactional justice and by eliminating any one of these from employee-employer communication will result in both a communication breakdown and a breach of organisational justice.
An employee’s perception of positive organisational justice is generally based on whether the procedural selection process to reach t...

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...if the applicant is not able to perform to the organisation’s standards. For example, if a promotion job description and trial period had been applied to my situation then

1. Provide a controlled, welcoming and nonresponsive means for employees to access help and talk about any potential or one-off cases of organisational injustice
2. Implement an ‘open door’ policy. This will enhance the feeling among the employees that they have the opportunity to have a voice within the company and will feel more obliged to come to management with issues. Accessibility, efficiency and impartiality should be underlined throughout all managerial decisions and new decision-making policies.
3. Develop a standard feedback system. This will be beneficial in the case of dissatisfaction from applicants that are not content with the outcome of either their performance or the outcome.