Unit 8: Fairness, Justice, and Diversity in the Workplace

Justice & fairness

Used to characterize an event or an exchange relationship.

Trust

A belief in how a person or organization will act on some future occasion.

Trust

Belief in how a person or an organization will act on some future occasion based upon previous interactions with that person or organization

Organizational Justice

Includes considerations of organizational procedures, outcomes, & interpersonal interactions.

Distributive Justice

Perceived fairness of allocation of outcomes or rewards to organizational members.

Merit or equity norm

A definition of what is 'fair' in the context of distributive justice.

merit or equity norm

Definition of fairness based on the view that those who work hardest or produce the most should get the greatest rewards

Need norm

Definition of fairness based on the view that people should receive rewards in proportion to their needs.

Equality norm

Definition of fairness based on the view that people should receive approximately equal reward

Procedural Justice

Perceived fairness of the process by which rewards are distributed.

Procedural Justice

Type of justice in which the process (or procedure) by which ratings are assigned or rewards are distributed is perceived as fair.

Voice

Having the possibility of influencing or expressing an objection to a process or outcome.

Interactional Justice

Sensitivity with which employees are treated; linked to the extent to which an employee feels respected by the employer.

Informational Justice

A component of interactional justice.

Informational Justice

Fairness of explanations, honesty, and clarity of communication.

Interpersonal Justice

A component of interactional justice.

Interpersonal Justice

Fairness in treatment, showing respect, dignity, and politeness.

Injustice

Leads to retaliation, reduced effort, reduced motivation, and a lasting impact on attitudes, emotions, & behavior.

Perceptions of Justice

Lead to extra effort, feelings of inclusion, and feelings of contribution.

Performance Evaluation

Feelings of fairness are more a matter of procedural justice.

Feedback Process

The most important determinant of feelings of fairness in performance evaluation.

Affirmative Action

Program that acknowledges that particular demographic groups may be underrepresented in the work environment and provides specific mechanisms for reducing this underrepresentation.

Affirmative Action Programs

Different forms that can take and are related to justice perceptions.

Applicant Perceptions of Selection Fairness

Research on applicant reactions to selection procedures.

Acceptance/rejection of employment offer

An effect of applicant reactions on the decision to accept or reject a job offer.

Reputation of organization

An effect of applicant reactions that influences how an organization is viewed by potential employees.

Litigation

An effect of applicant reactions that can lead to legal actions against an organization.

EEO Philosophy

All individuals have the same opportunity, allowing success to be dictated by merit.

Affirmative Action

Provides specific mechanisms for reducing under-representation of particular demographic groups.

Affirmative action programs (AAPs)

Programs that can take many forms and are surrounded by much emotion regarding favored vs. unfavored employees.

Diversity

Differences in demographic characteristics, values, abilities, interests, and experiences.

Relational demography

The relative makeup of various demographic characteristics in particular work groups.

Homogeneity in work groups

The tendency for work groups to seek similarity, creating trust and enhancing communication.

Group heterogeneity

Often enhances creative efforts by widening approaches to problem-solving.

Culturally homogeneous work groups

Initially perform at higher levels but heterogeneous work groups become more effective over time.

Ineffective models for diversity

Models such as the assimilation model and protection model that do not effectively manage diversity.

Assimilation model

Model for addressing diversity that recruits, selects, trains, and motivates employees so that they share the same values and culture.

Protection model

Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them.

Value model

The value model, which is considered effective for managing diversity.

Value model

Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization.

Inclusion

The degree to which individuals feel safe, valued, and able to be authentic at work both as individuals and as members of various groups.

HR initiatives that support Value Model

Include recruiting with diversity in mind, ensuring career development, providing diversity training, and seeking input from diverse group members.

True

True or False

The tendency for group homogeneity places a greater burden on the group/team leader to manage diversity.