Employee development:an organizational justice perspective

Abstract

The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/ development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web-based survey. It was found that a psychometric instrument based on Gilliland's (1993) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to Interpersonal Effectiveness and Formal System Characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360-degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

Understanding job satisfaction amongst mid-level cadres in Malawi: the contribution of organisational justice

“…16,[18][19][20][21] One concept that connects how employees are treated with motivation and job satisfaction is that of organisational justice, 22 which generally encompasses three components: distributive justice, procedural justice and interactional justice. 23 Distributive justice refers to how fairly employees feel they are treated (in comparison to others) with regards to the distribution of resources and outcomes. 23,24 Does the person think they are getting the workload, work schedule, salary level, promotion and allowances they deserve?…”

“…23 Distributive justice refers to how fairly employees feel they are treated (in comparison to others) with regards to the distribution of resources and outcomes. 23,24 Does the person think they are getting the workload, work schedule, salary level, promotion and allowances they deserve? Do they perceive that outcomes are fair, e.g.…”

“…Interactional justice relates to the dignity and respect afforded individuals in interpersonal communication relating to organisational procedures. 23 Two meta-analyses of mainly US studies 26,27 showed that greater perceived organisational justice was associated with higher satisfaction, greater commitment to the workplace and more extra-role behaviour. Paying attention to justice therefore seems important to improving performance and retention of health workers.…”

Evaluation of the Employee Core Competencies Influencing the Performance Appraisal System with Reference to Agriculture Research Institutes, Hyderabad: A Multiple Regression Analysis

“…The perceptions of fairness of the system are an important aspect that contributes to its effectiveness [20]. Understanding the employee's attitude and behaviour about the PAS in organizations is important as they are key to determine the effectiveness [21]. Zakaria et al (2012) [22] reported that (HRM practices can develop the performance of an organisation by con-tributing to employee satisfaction.…”

“…Understanding the employee's attitude and behaviour about the PAS in organizations is important as they are key to determine the effectiveness [21]. Zakaria et al (2012) [22] reported that (HRM practices can develop the performance of an organisation by con-tributing to employee satisfaction. The performance appraisal is arguably one of the more critical factor in terms of organisation performance and appears to be an indispensable part of any HRM system when compared among the HR practices studied [23].…”