Ungleichheit und Gerechtigkeit im betrieblichen Personalmanagement

2014 ◽  
Vol 55 (3) ◽  
pp. 16-20
Author(s):  
Stefan Huf
Keyword(s):  
Organizational Justice ◽  
Interactional Justice ◽  
Talent Management ◽  
Employment Relationship ◽  
Reward Systems ◽  
Justice Perceptions ◽  
And Performance ◽  
People’S Attitudes ◽  
People’S Perceptions

Mitarbeiter bewerten organisationsinterne Ungleichheit hinsichtlich ihrer Angemessenheit. Die Beurteilung des Ausmaßes der realisierten organisationalen Gerechtigkeit wiederum beeinflusst maßgeblich sowohl die Einstellungen der Mitarbeiter als auch ihr konkretes Arbeitsverhalten. Der Beitrag zeigt daher auf, wie organisationale Gerechtigkeit sozialpsychologisch gefasst wird, charakterisiert distributive, prozedurale und interaktionale Gerechtigkeit als Dimensionen organisationaler Gerechtigkeit und zeigt beispielhaft die Konsequenzen für drei besonders gerechtigkeitssensitive Handlungsfelder des Personalmanagements (Personalauswahl, Entgeltgestaltung und Talentmanagement) auf. Organizational Justice is concerned with people’s perceptions in their employment relationship. Justice perceptions have been shown to have effects on people’s attitudes, motivation and performance. This paper gives an overview of the dimensions of organizational justice (distributive, procedural and interactional justice) and demonstrates the consequences for HRM activities like hiring, reward systems and talent management. Keywords: talentmanagement, potenzialkriterien, gerechtigkeitsdimensionen, entgeltdifferenzierung

scholarly journals Tell Me Who, and I’ll Tell You How Fair: A Model of Agent Bias in Justice Reasoning

2017 ◽  
Vol 42 (5) ◽  
pp. 630-656 ◽  
Author(s):  
Irina Cojuharenco ◽  
Tatiana Marques ◽  
David Patient
Keyword(s):  
Organizational Justice ◽  
Interactional Justice ◽  
Fair Treatment ◽  
Track Record ◽  
Event Information ◽  
Justice Perceptions ◽  
Agent Characteristics ◽  
Justice Judgments ◽  
Specific Agent ◽  
Practical Implications

A salient and underresearched aspect of un/fair treatment in organizations can be the source of justice, in terms of a specific justice agent. We propose a model of agent bias to describe how and when characteristics of the agent enacting justice are important to justice reasoning. The agent bias is defined as the effect on overall event justice perceptions of specific agent characteristics, over and above the effect via distributive, procedural, and interactional justice. For justice recipients to focus on agent characteristics rather than on the event being evaluated in terms of fairness is an unexplored bias in justice judgments. Agent warmth, competence, and past justice track record (entity justice) are identified as agent characteristics that influence justice judgments. Agent characteristics can influence overall event justice perceptions positively or negatively, depending on the ambiguity in terms of justice of the event and on its expectedness from a particular justice agent. Finally, we propose that agent bias is stronger when justice recipients use intuitive versus analytic information processing of event information. Our model of agent bias has important theoretical implications for theories of organizational justice and for other literatures, as well as important practical implications for organizations and managers.

scholarly journals Can authentic leadership influence the employees’ organizational justice perceptions? – a study in the hotel context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepu Kurian ◽  
Fredrick M. Nafukho
Keyword(s):  
Social Justice ◽  
Organizational Justice ◽  
Authentic Leadership ◽  
Interactional Justice ◽  
Content Type ◽  
Informational Justice ◽  
Hotel Employees ◽  
Justice Perceptions ◽  
Research Questions ◽  
The Relationship

PurposeThe primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.Design/methodology/approachThe study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.FindingsThe results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.Research limitations/implicationsThe differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.Practical implicationsThe findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.Social implicationsThis study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.Originality/valueThe study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

Employees’ justice perceptions as a factor influencing successful outsourcing in the hospitality industry

2017 ◽  
Vol 29 (6) ◽  
pp. 1619-1637 ◽  
Author(s):  
Pablo Zoghbi-Manrique-de-Lara ◽  
Jyh-Ming Ting-Ding
Keyword(s):  
Procedural Justice ◽  
Organizational Justice ◽  
Hospitality Industry ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Content Type ◽  
Individual Level ◽  
Justice Perceptions ◽  
Hotel Managers ◽  
The Way

Purpose This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers. Design/methodology/approach Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling. Findings The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ). Research limitations/implications The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers. Originality/value This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

scholarly journals Organizational Commitments in Financial Service Audit With Antecedents of Organizational Justice and Job Satisfaction

2020 ◽  
Vol 11 (4) ◽  
pp. 86
Author(s):  
Petrus Ridaryanto
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Structural Equation ◽  
Interactional Justice ◽  
Equation Model ◽  
Quality Of Services ◽  
Accounting Firms ◽  
And Performance

Public trust in a profession is determined by the reliability, accuracy, timeliness, and quality of services or services that can be provided by the auditor profession. Although the auditor's work and performance procedures have tended to be supervised and determined strictly and formally by external institutions, studies have shown that the context of the internal environment has an effect on improving auditor performance. This study seeks to analyze the effect of organizational justice and job satisfaction in the auditor's environment on organizational commitment. It focuses more on behavioral accounting, specifically relating to the auditor's work environment, by taking the object of the treatment's influence in the organization's internal participation and involvement of auditors that is reflected by organizational commitment. By using the Structural Equation Model (SEM), the findings show that procedural justice and interactional justice are empirically proven to influence organizational commitment. On the other hand, distributive justice has no effect on organizational commitment, and job satisfaction has also been proven empirically to have no effect on organizational commitment. These results provide input for public accounting firms so as not to overlook the fairness factor in providing rewards to auditors. In the case of fairness the awarding of rewards / awards to the auditor is not only limited to the amount of reward, but also the process for determining the amount of the reward.

scholarly journals The moderating role of seeking social support on coping styles and perceptions of organizational justice: A study with French and Turkish students

2009 ◽  
Vol 37 (6) ◽  
pp. 845-862 ◽  
Author(s):  
Rémi Finkelstein ◽  
Jale Minibas-Poussard ◽  
Marina Bastounis
Keyword(s):  
Social Support ◽  
Organizational Justice ◽  
Coping Styles ◽  
Interactional Justice ◽  
Cross Cultural Comparison ◽  
Social Support Seeking ◽  
Justice Perceptions ◽  
Support Seeking ◽  
And Coping ◽  
The University

We examined the relationship between perceived organizational justice and coping styles in a cross-cultural comparison. Data were collected from university students in Paris, France (individualist culture; N = 192, age M = 21.6) and Istanbul, Turkey (collectivist culture; N = 251, age M = 22). The questionnaire (adapted from Colquitt, 2001) included ratings of distributive, procedural, and interactional justice at the university, and a coping style inventory (Vitaliano, Russo, Carr, Maiuro, & Becker, 1985) measuring preference for problem-focused coping, emotion-focused coping and seeking social support. In the Turkish data social-support seeking was higher than in the French sample and it was positively correlated with justice perceptions. When seeking social support was linked to problem-focused coping, it was also linked to a more positive evaluation of justice in the Turkish, but not the French data.

Procedural and interactional justice perceptions and teamwork quality

2008 ◽  
Vol 23 (8) ◽  
pp. 566-576 ◽  
Author(s):  
Mumin Dayan ◽  
Anthony Di Benedetto
Keyword(s):  
Organizational Justice ◽  
New Product Development ◽  
Team Performance ◽  
Team Learning ◽  
Interactional Justice ◽  
Environmental Turbulence ◽  
Content Type ◽  
Team Members ◽  
Justice Perceptions ◽  
Speed To Market

PurposeThis paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.Design/methodology/approachThis is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.FindingsOnly two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.Research limitations/implicationsPerceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.Practical implicationsTo generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.Originality/valueWhile organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.

scholarly journals Trajectories of Procedural and Interactional Justice as Predictors of Retirement among Swedish Workers: Differences between Three Groups of Retirees

2021 ◽  
Vol 18 (12) ◽  
pp. 6472
Author(s):  
Constanze Eib ◽  
Paraskevi Peristera ◽  
Claudia Bernhard-Oettel ◽  
Constanze Leineweber
Keyword(s):  
Organizational Justice ◽  
Interactional Justice ◽  
Demographic Variables ◽  
Latent Growth ◽  
Growth Curve Models ◽  
Latent Growth Curve Models ◽  
Self Rated Health ◽  
Retirement Decisions ◽  
Justice Perceptions ◽  
Logistic Regressions

Organizational justice is an important aspect of the psychosocial work environment, but there is a lack of studies on whether justice perceptions also predict retirement decisions. The aim of this study is to examine trajectories of procedural and interactional justice perceptions prior to retirement of three groups of retirees while considering self-rated health and important demographics. Data from the Swedish Longitudinal Occupational Survey of Health (2006–2018, N = 3000) were used. Respondents were grouped into early retirement, normative retirement and late retirement. Latent growth curve models and multinomial logistic regressions were conducted to test whether trajectories of justice perceptions prior to retirement differed between retirement groups while controlling for self-rated health development and demographic variables. Late retirees had higher intercept levels of interactional justice and higher intercept levels of self-rated health prior to retirement, compared to early retirees. Late retirees also showed a slower decrease in procedural justice compared to early retirees. Only intercept levels of self-rated health differed between early retirees and normative retirees, such that early retirees had lower levels of self-rated health prior to retirement. Keeping employees in the workforce is a major challenge for any aging society. Organizational justice perceptions in the years prior to retirement seem particularly influential for delaying retirement.

scholarly journals Impact of organizational justice perceptions and transformational leadership role on counter productive work behavior

2019 ◽  
Vol 6 (6) ◽  
pp. 239-243 ◽  
Author(s):  
Ida Ayu Mahesta Yogasari ◽  
I Gusti Ayu Nyoman Budiasih
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Survey Methods ◽  
Interactional Justice ◽  
Counterproductive Work Behavior ◽  
Leadership Role ◽  
Work Behavior ◽  
Primary Data ◽  
Justice Perceptions ◽  
The Impact

This study examines the impact of organizational justice perceptions and transformational leadership role on counterproductive work behavior. The study illustrates that organizational justice (procedural and interactional justice) perception and transformational leadership produces a negative impact on counterproductive work behavior (organizational and interpersonal). The reduction utilizes social exchange theory. Survey methods and purposive sampling methods was conducted by collecting primary data from respondents working as an accounting team member in the Food and Beverage sector of the Badung Regency. The primary data were processed with a multiple linear regression model. Survey results reveal that procedural justice and interactional justice as well as transformational leadership significantly impact counterproductive work behavior (organizational and interpersonal).

scholarly journals Relationship between Organizational Justice Perceptions and Organizational Commitment Levels of School of Physical Education and Sports Academicians

2017 ◽  
Vol 5 (4) ◽  
pp. 240
Author(s):  
Abdil Ari ◽  
Hakan Salim Çağlayan
Keyword(s):  
Organizational Commitment ◽  
Physical Education ◽  
Organizational Justice ◽  
Personal Information ◽  
Rank Correlation ◽  
Interactional Justice ◽  
Current State ◽  
Justice Perceptions ◽  
The Difference ◽  
Descriptive Survey

This study was conducted to determine organizational justice perceptions and organizational commitment levels of the school of physical education and sports academicians and to establish whether there is a relation between their organizational justice perceptions and organizational commitment levels or not.In the study, a method for the descriptive survey and relational survey aiming at the revelation of the current state was used. The sample group of the study was constituted by aggregately 524 academicians [Professors(n=5),Associate Professors(n=62), Assistant Associate Professors (n=172), Lecturers(n=104), Instructors(n=82), Research Assistants(n=99)]. As a data collection tool, the “Organizational Justice Scale” developed by Niehoff and Moorman (1993) and adapted in Turkish by Yıldırım (2002), the “Organizational Commitment Scale” developed by Meyer et al (1993), and “Personal Information Form” developed by the researcher were utilized in the study.In the analysis of the data, Spearman Brown Rank Correlation (r) coefficient technique was used to reveal the difference between the organizational justice perceptions and the organizational commitment levels of the academicians. In the study, α=0.05 was chosen as a level of significance.In consequence of the study, the highest perceptions of the school of physical education and sports academicians regarding justice was determined to be in the allocative justice dimension, which was followed by the interactional justice and transactional justice dimensions, and that the allocative, interactional, and transactional justice perceptions of the academicians regarding their institutions was at “moderate” levels in general, that is to say, they were not content with the decisions taken at the latter justice dimensions.It was determined that the highest perception of the school of physical education and sports academicians regarding commitment were in the emotional commitment dimension, that it was followed by the attendance commitment and normative commitment dimensions, and that, in general, the emotional commitments of the academicians regarding their institutions was high and their attendance and normative commitments were at “moderate” level.It was determined that moderate and low level positive relationships between the organizational justice dimensions and organizational commitment dimensions of the school of physical education and sports academicians are present.

Organizational justice: A cross-national comparative study of ghanaian industrial workers and their finnish counterparts

2015 ◽  
Vol 18 (2) ◽  
pp. 231-252 ◽  
Author(s):  
Mohammad Haybatollahi ◽  
Seth Ayim Gyekye
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Interactional Justice ◽  
Demographic Variables ◽  
Industrial Workers ◽  
Cultural Backgrounds ◽  
Justice Perceptions ◽  
National Perspective ◽  
Practical Implications ◽  
Cross National

The increased globalization in organizations has created the challenge to investigate and understand the organizational behaviours of employees from different cultural backgrounds. The current study investigated organizational justice from a cross-national perspective. Participants were Ghanaian (N = 320) and Finnish (N = 520) industrial workers. Data was collected with Blader and Tyler's (2003) scale. The Ghanaian participants responded to the English version, and the Finnish participants, a Finnish version. The analyses investigated differences on the three justice components (distributive, procedural and interactional). Further analyses examined which of the three best predicts job satisfaction, the relationships between demographic variables and justice perceptions. T-test, correlations, and regression analyses were used to test the hypotheses. Contrary to our expectations, Ghanaian respondents evaluated higher distributive and procedural justice. As predicted, they indicated more sensitivity to interactional justice than their Finnish counterparts. Significant links between all three justice components and job satisfaction were recorded in both samples. Interactional justice indicated the strongest influence. Demographic variables showed more impact on justice perceptions among Ghanaian workers than their Finnish counterparts. The study's theoretical and practical implications are discussed.

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