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Summary Psychology in the workplace Chapter 11
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Chapter 11 -Fairness, Justice, and DiversityMODULE 11.1 Justice and Fairness
An individual’s view of the extent to which he or she is being treated fairly will influence that
individual’s emotional and behavioral reactions to the work environment. Perceptions of justice
have been found to affect organizational citizenship, trust in the organization, respect for leaders,
thoughts of quitting, and job performance. In its most extreme form and for a small number of
people, a perception of injustice can lead to violence in the workplace
justice is a central concept because it affects the way people think of themselves. People have
certain beliefs about what they are “worth” as individuals
when workers consider an act of injustice, they see a violation of a contract— either a formal or a
psychological contract
enhancing feelings of procedural justice will mitigate the concerns of co ‐workersworkers
Approaches to Organizational Justice
Organizational justiceType of justice that is composed of organizational procedures, outcomes,
and interpersonal interactions.
Distributive justice
Distributive justiceType of justice in which the allocation of outcomes or rewards to
organizational members is perceived as fair
Merit or equity normDefinition of fairness based on the view that those who work hardest or
produce the most should get the greatest rewards; most common foundation for defining fairness
in the United States.
Need normDefinition of fairness based on the view that people should receive rewards in
proportion to their needs.
Equality normDefinition of fairness based on the view that people should receive approximately
equal rewards; most common foundation for defining fairness in Scandinavian and Asian
countries.
Individuals from cultures marked by low power distance are much more likely to see violations of
trust than their counterparts in cultures marked by high power distance explains emerging
desire for upcoming authoritarian states
More generally, in a large meta‐workersanalysis of over 190,000 employees working in 32 distinct
countries and regions, Shao, Rupp, Skarlicki, and Jones (2013) found that justice effects are
strongest among nations associated with individualism, femininity, uncertainty avoidance, and low
power distance
there seems to be a mechanism of comparison that leads to justice perceptions. Individuals
compare what they get to what they expect to get.
There is a subtle difference between what one expects and what one deserves
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