Value of Organizational Justice

 Value of Organizational Justice 

Figure 01

The term justice implies “righteousness” or “fairness” of an action or behavior (Colquitt, et al., 2001). In organizational settings, the term “organizational justice” was first coined by Greenberg (1987a) and refers to employees’ perceptions of fairness of organizational practices and decisions and to the impact of these perceptions on employees’ behaviors (Greenberg, 1990b).

The assumption that drives research on organizational justice is the notion that fairness perceptions will favorably dispose employees toward their organizations. This notion has been empirically supported in several studies. In particular, fair treatment has been found to exert important effects on individual employee attitudes, such as satisfaction and commitment, individual behaviors, such as absenteeism and citizenship behavior (Colquitt et al., 2001), and individual work performance (Cohen-Caharash; Spector, 2001; Colquitt et al., 2001). It should, therefore, come as no surprise that organizational justice has been viewed as a basic requirement for the effective functioning of organizations (Greenberg, 1990b) and that it is one of the most popularly researched areas in the field of organizational behavior (Colquitt, et. al., 2001; Greenberg, 2000)

In organizational settings, distributive justice has been applied to a variety of organizational practices, including:

• Job challenge (Oldham et al., 1982),

• pay (Mowday, 1983),

 • Job security (Oldham, et al., 1986),

• Supervision (Oldham et al., 1986),

• Office space (Greenberg, 1988), and

• Layoffs (Brockner, et al., 1986).

A business is a world unto itself. Organizational justice is required for an ethical and compliant culture to exist. The organization will be unable to promote the important principles of integrity and trust if managers and employees believe that the internal justice system does not work. The culture of the organization will get stale, distrust and dread will rise, and major wrongdoing will become more likely.

When a company's commitment to organizational justice is called into doubt, serious measures must be taken to address the situation. Managers and employees will not report suspected misconduct if the internal justice system is perceived to be unjust or inattentive.

The internal justice system of a firm necessitates considerable commitment not only from the board of directors and top management but also from numerous internal departments. Legal, compliance, internal audit, and human resources must all work together and collaborate. They all have a critical role to play in investigating and addressing any violations of a corporate code of conduct or the law. These four departments are frequently the first to learn of alleged wrongdoing and gather employee complaints. They must interact and build working relationships to gather employee complaints, encourage employee reporting of wrongdoing, and respond equitably and quickly to problems that require investigations or follow-up.

Everyone in an organization's judicial system must have access to the rules. The rules must be written clearly and concisely and adhered to. A system isn't a system unless it has internal rules and guidelines. Procedures and standards must be followed consistently throughout the company.

A system of organizational justice depends on five important principles.

• -       Effective Reporting Avenues
• -       Equal Discipline
• -       Prompt Resolution
• -       Non-Retaliation Against Whistle-blowers
• -       Compliance Program Improvements

Organizational justice is an important construct because it affects outcomes at the individual, team, and organizational levels. Research has shown that organizational justice is linked to positive outcomes such as 

• -       Trust
• -       Job Performance and satisfaction
• -       Organization commitment and
• -       Organizational citizenship behavior

-        Conclusion

There is a growing need for businesses to understand how employee perceptions of fairness encourage or discourage organizational citizenship practices, which has an impact on a company's profitability and long-term performance.

 References

file:///C:/Users/user/Downloads/Colak_and_Erdost_HU_IIBF_2004.pdf

https://www.ckju.net/en/dossier/benefits-organizational-justice-and-practical-ways-how-improve-it/35572 [Accessed 04 May 2022]

https://www.employment-studies.co.uk/system/files/resources/files/mp73.pdf [Accessed 05 May 2022]