"The Management of Organizational Justice" (Management de la justice), R. Cropanzano, D.E. Bowen et S.W. Gilliland (2007)

Résumé du document

Business organizations have to pay heed to justice because of the significant work-related consequences that have been linked to employees' perceptions of fairness within organizational contexts. Considered as a sustainable competitive advantage for organizations, especially in the context of globalization, justice is an important yardstick that employees use to assess not only outcomes distribution but also the appropriateness of the formal procedures and the interpersonal treatment in organizations. How justice can be brought to the workplace? Organizational justice has been associated with job dissatisfaction, retaliation, lower work commitment and lower productivity. Justice, or the employees' perception of justice, through its three components which are distributive, procedural and interactional justices, can predict employee attitudes and behaviors. It brings trust and commitment, improves job performance, fosters employee organizational citizenship behaviors and builds customer satisfaction and loyalty. The three dimensions of justice are not mandatory to have positive effects on employee attitudes and behaviors since one component can tone down the injustice. To make workers perceive justice, the author provides specific techniques and recommendations in a bid to promote justice in the workplace.

Extraits

[...] For instance, he puts forward that “managers too often assume that justice, in the minds of employees, means only that they receive desirable outcomes”. No evidence shows this and besides, he forgets that managers can also have supervisors, thus they know that organizational justice does not only means for them desirable outcomes. Furthermore, when he introduces the three components of justice, he simply makes reference to “research” that shown that employees appraise” three dimensions of organizational justice without being more specific which research he is talking about. [...]

[...] In fact, he bases all his argumentation, because the three components of justice are part of the core argumentation, upon an unknown “research”. Finally, when he talks about the benefits of justice, he only juxtaposes organizational citizenship behaviors and customer-service oriented behaviors and uses the verb “sound like” instead of showing the link between these two behaviors. It's a bit far-fetched. In organizational justice, we are less concerned with what is just but more concerned with what employees believe to be just. [...]

[...] He shows the positive impact of organizational justice towards employees that will behave for the good of the organization. And as far as his recommendations are concerned, he is mindful of the employees' perceptions of justice and seeks to overcome the justice paradoxes. In this party, he uses relevant studies and gives examples of justice experiences. Nevertheless, he emphasizes the positive experience which is less important than negative experiences : as experiences become increasingly unfair, they are highly important in shaping behavior and more motivating since employees strive to restore justice. [...]

[...] "The Management of Organizational Justice" (Management de la justice), R. Cropanzano, D.E. Bowen et S.W. Gilliland (2007) Business organizations have to pay heed to justice because of the significant work-related consequences that have been linked to employees' perceptions of fairness within organizational contexts. Considered as a sustainable competitive advantage for organizations especially in the context of globalization, justice is an important yardstick that employees use to assess not only outcomes distribution but also the appropriateness of the formal procedures and the interpersonal treatment in organizations. [...]

[...] Bies and Moag studies indicate that interactional justice is not a neglected component. Furthermore, they identify explanations as an important aspect of treatment fairness. Goldman (2003) puts forward that one component of justice is enough to reduce negative effects of injustice. Mesch and Daltron study shows that sometimes trying to be very just could be counterproductive to organizations because workers raise their expectations. I think that the author would have used other theoretical perspectives to go more thoroughly into his study of organizational justice. [...]