Ab105 Organizational Behavior Critical Thinking

AB105 Organizational Behavior Critical Thinking The Management of Organizational Justice By Russell Cropanzano, David E. Bowen, and Stephen W. Gilliland Summary of the key issues This paper has addressed the organizational legal expert from various aspects and provided recommendations to call forth the fairness in the managerial activities. Firstly, it has discussed the importance of justice in work free radical from its long benefits, social and ethical considerations.Secondly, the authors analyzed the three components of organizational justice, namely distributive, procedural and interactional justice in details to highlight the differences between the three in business activities. Next, the paper summarized the influences of organizational justice and these include kindled trust and commitment, improved job performance, more helpful organizational citizenship behavior, as well as greater customer satisfaction and loyalty.Lastly, after identifying the critical significance of organizational justice in building a companys identity element, recommendations on how to enhance the fairness in managerial activities are proposed. The authors had cited examples from several past studies and discussed from five angles which are hiring, performance appraisal, reward systems, conflict management and downsizing. Other Theoretical Perspectives on Organizational Justice This paper has mentioned the equity guess which is one of the earliest theories of justice brought by Aristotle. This theory emphasizes that stack should be paid in balance to their contributions.Nevertheless, equity theory focuses more on the distributive justice. Through careful research, at that place are other perspectives and positions on this issue. pallidness heuristic theory Fairness heuristic theory is concerned with how people react to outcomes of their authorities, and confuses some predictions concerning the relationship between perceived fairness of procedures, perceived fairness of outcomes and acceptance of outcomes. This theory highlighted that employees would make decisions about others trustworthiness. It also discussed whether one can avoid exploitation by using available information.Uncertainty management theory Uncertainty management theory assumed that people manage suspicion by using fairness for instance, receiving information on the reliability of an authority figure may reduce uncertainty about unjust treatment in the future and alleviate doubt about the outcome of a possible figure. Uncertainty theory has explained why people care about justice and how they form justice judgment. This theory has relevant implications as information on managerial decisions should be provided to gain the trust from the employees to enhance procedural justice. Group engagement theoryThis model explains why and how procedural justice shapes cooperation in groups, organizations and societies. It has established a link between justice and deal via its several hypothe ses, such as the importance of procedures in shaping ones social identity within a group, and the impact of this social identity on his attitudes, values and behaviors. Group engagement theory has provided insights in organizational justice as managers should treat people fairly to win their corporation. Evidence estimate In general, the evidence provided in this paper is reliable and well-established.The key issues of the article such as importance of organizational behavior and recommendations on fairness body of work enhancement are thoroughly discussed. The authors had researched over a wide pool of studies across a time span of 20 years, ensuring the relevance, accuracy and sufficiency of the data. Nonetheless, there are some minor limitations. First of all, little evidence was demonstrated to post the discussion on prescriptive and subjective justice, with mere definition of the two, which in turn affects the completeness of the analysis on organizational justice managemen t.Secondly, the authors mentioned about the external equity in affecting reward system, but no proof was offered to support the claim on the influence on the disparity of salaries from the external marketplace. Lastly, although this paper has detailed coverage on the improved employee organizational behavior by establishing organizational justice, it only focuses on the procedural justice and this coverage is insufficient in my viewpoint.Other research suggest that all the three types of organizational justice confuse direct relationships on enhancing citizenship behavior as trust appears to be an important mediating variable (Konovsky and Pugh, 1994). Organizational justice enhances employee trust, which in turn stimulates the display of citizenship behavior. Assumption depth psychology Several assumptions are identified in the analysis of this paper. This paper assumes that self interest motives favor equity and people across different age groups, genders, races and tuition le vels give perceive justice similarly (which might not be necessarily valid).Another underlying assumption in the managerial activities is that decision makers will treat the employees with genuineness while undertaking the recommended measures, because the absence of the sincerity will make the employees feel disrespected and manipulated. The influence of different contexts plays a key role in organizational justice as it will affect ones justice perceptions. Out of all the variables, gender and culture are the main factors. Studies bring forth shown that males major concern in reward allocation was protecting their own interests while females interests lie on maintaining the welfare of all group members.Furthermore, in a society with emphasis on collectivism, members emphasized more on particularistic principle of need or social status dissemination instead of equity, as compared to societies based on individualism. Conclusions, Implications and Consequences This article has pro vided a detailed understanding of organizational justice. In conclusion, injustice in an organization will throw problems, leading to inefficiency and unproductivity while justice acts will provide excellent business opportunities and maintain respect and trust within organizations.Therefore, it is advisable to put in efforts in improving distributive, procedural and interactional justice simultaneously in managerial activities. Furthermore, managers could also apply different organizational justice measures according to employees various justice perceptions which vary with genders and cultures, in order to reap the maximum benefits from exercising organizational justice in a workplace. (Word count 1019 words)