MG105 - Organisational Behaviour and Leadership (MG105)
Summary
Summary LSE MG105 Week 4-5 Reading Summaries
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Course
MG105 - Organisational Behaviour and Leadership (MG105)
Institution
London School Of Economics (LSE)
Book
Research in Social Issues in Management - The Social Dynamics of Organizational Justice
2024/2025
W4: READING 1: The Management of Organizational Justice + READING 2: Forming and reacting to overall fairness: A cross-cultural comparison
W5: READING 1: Managing multicultural teams
Audience: practitioners
READING 2: Leader–Team Congruence in Power Distance Values and Team Eff...
MG105 - Organisational Behaviour and Leadership (MG105)
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WEEK 4
READING 1: The Management of Organizational Justice
1. WHO were the authors of this article (last names only) and what year was it
published?
- Cropanzano, Bowen and Gilliland (2007)
2. WHAT is the purpose of this reading and its main conclusions?
- Purpose of the reading:
o Suggest methods to build a sense of organisational justice and fairness into
hiring, performance appraisal, reward systems, conflict management, and
layoffs
o Provide information of the definition/meaning + components (distributive,
procedural, interactional) + impact of organisational justice
- Conclusions
o “There are two sides to the justice coin.
On the negative side, the absence of justice is likely to provide
problems for organizations. There is strong evidence that injustice
can provoke retaliation, lower performance, and harm morale
(Cohen-Charash & Spector, 2001; Colquitt et al., 2001; Viswesvaran
& Ones, 2002).
On the positive side, justice can do more than forestall these
unfortunate outcomes. Justice acts as a sort of buffer, allowing
employees to maintain respect and trust for an organization even
when things do not go as they would have liked (Brockner &
Wiesenfeld, 1996).”
o “Negative effects of an unfortunate event are less severe if an organization
is able to maintain procedural and interactional justice (Goldman, 2003;
Skarlicki & Folger, 1997).”
o Organizational justice allows managers to make tough decisions of hiring,
reward systems, conflict management, layoffs, and performance appraisals
more smoothly.
3. HOW did the authors reach these conclusions? (i.e., the methods they used)
- Use and comment on the research of other authors to support the arguments and
conclusions in the paper
- Draw on pervious research and summarise it
4. WHY do these conclusions matter? (i.e., for our understanding of organisational
behaviour or leadership)
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