What Is The Organizational Justice Theory Commerce Essay

Organizational justness theory provides a theoretical account through which perceptual experiences of equity and equity by those affected by alteration can be explored and understood. OJT combines societal psychological theories and psychological contract theoretical accounts to explicate fairness judgements. Based on an person ‘s perceptual experience of equity within their organisation, three typologies of OJT have been defined ; I ) Distributive justness refers to the sensed equity of determination results and is judged by mensurating whether wagess are relative to costs ( Homans, 1961, cited in Colquitt, 2006 ) , whether results stick to outlooks ( Blau, 1964, cited in Colquitt, 2006 ) , and whether outcome/input ratios match those of a comparing other ( Adams, 1965 ) . two ) Procedural justness refers to the sensed equity of decision-making processs and is judged by estimating whether processs are accurate, consistent, indifferent, and correctable ( Leventhal, 1980, cited in Colquitt, 2006 ) , and open to employee input ( Thibaut & A ; Walker, 1975, cited in Colquitt, 2006 ) ; three ) Interactional justness refers to the sensed equity of the public presentation or

executions of processs ( Bies & A ; Moag, 1986, cited in Colquitt, 2006 ) . Deductions of negative justness perceptual experiences could be seen in an person ‘s behavioural response to perceived unfairness of wagess. Based on exchange theories of organisational and societal behaviour, persons will compare the ratio of their inputs ( e.g. instruction, accomplishments, attempt, experiences ) to results ( e.g. wage, publicity, acknowledgment ) with that of a referent other, and will endeavor to reconstruct their sensed balance of wagess through a behavioural response.

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An organisation ‘s policies frequently signal what the organisation believes to be of import and can heighten employees ‘ trust and assurance in the organisation ( Tyler and Lind, 1992, cited in Brown. Et al. , 2010 ) . Persons can look to the equity of organisational policies in order to derive penetration into the type of intervention they can anticipate to have from the organisation. Fair policies non merely set up what the organisation considers to be appropriate intervention but policies besides build employees ‘ outlooks that this intervention will happen ( Sitkin and Bies, 1994, cited in Brown. Et al. , 2010 ) . Unfair policies, in contrast, can signal to employees that they might see unfairness and/or have trouble run intoing their demands in the organisational environment. Although persons may see procedural justness to find the chance of future mistreatA­ment, we argue that policies provide a more dependable beginning as policies are comparatively stable, digesting, and frequently provide expressed guidelines for future intervention by the same or other directors in the organisation.

2.1 Detailss of instances ( Critical thought inquiries no.5, pp 109 )

Several service representatives are upset that the freshly hired representative with no old experience will be paid $ 3,000 a twelvemonth above the usual get downing wage in the wage scope. The section director explained that the new hire would non accept the entry-level rate, so the company raised the offer by $ 3,000. All five reps presently earn wages near the top of the graduated table ( $ 15,000 higher than the new recruit ) , although they all started at the lower limit get downing salary a few old ages before. Use equity theory to explicate why the five service representatives feel unfairness in this state of affairs.

3. Problem Identification by Niek Ling Keong

Equity theory focuses on the construct of how difficult a individual is willing to work is dependent on their perceptual experience of what is just or merely when compared to others ( Redmond, 2010 ) .A In the early 1960ss, John Stacey Adams proposed that employee motive is impacted by whether or non the employee believes that their employment benefit/rewards ( output/outcomes ) are at least equal to the sum of the attempt they put into their work ( input ) .A If an employee believes their end products are non equal to or greater than their input, so the employee will go de-motivated.A Employees will frequently compare their inputs and end products to a equal within the organisation when judging whether or non the end products that they receive are just. In this instance, five service representatives feel unfairness in their company because they did non acquire high wage ( $ 3,000 ) compared to those new recruits even though they all started at the minimal degree few old ages before. When a individual perceives his/her input/outcome ratio to be unequal with a comparing other, inequity consequences, they may take to utilize cognitive ( e.g. , adjust perceptual experiences of referent others ‘ inputs or results ) or behavioural ( e.g. , increasing or diminishing inputs ) attacks to decide the unfairness. However, persons subjected to the same unjust state of affairss frequently respond in different ways, proposing that there may be single differences in sensitiveness to unfairness ( Redmond, 2010 ) .

Specifically, research suggests that persons are differentially sensitive to disparities in outcome/input ratios between themselves and their referents, which helps to explicate why there are differences in reactions among persons to the same unjust state of affairss.

Equity theory can be broken down into four basic strategies ( Huseman, Hatfield, & A ; Miles, 1987, cited in Redmond 2010 )

1.A Persons develop their perceptual experience of equity by ciphering a ratio of their inputs and results and so comparing this to the ratio of others ( Huseman, et. al. , 1987 ) . Input signals are the value proposition of persons, such as their productiveness, clip, and instruction. Other illustrations include the experience, cognition, ability, makings and aspiration of the person ( Cory, 2006 ) . Outcomes are the wagess an single receives. These wagess can be touchable, such as fiscal compensation, or intangible, such as acknowledgment or occupation security. The comparable other could be a colleague, a relation, the industry norm, a friend, or even a group of persons ( Adams, 1963 ) . The comparable other can even be oneself in a past occupation ( Adams, 1963 ) . For illustration, an person may non comprehend he is being treated reasonably when he works 40 hours per hebdomad ( input ) and receives $ 500 in wage ( end product ) while his colleague works 30 hours per hebdomad and receives $ 650 in wage. In this critical inquiry, the five representatives think that those new recruits do n’t hold old experience, same with them who start work at the minimal degree few old ages ago. However, the salary earn by those freshly hired representatives are higher than the salary earned by senior representatives.

2.A If the comparative ratios are perceived by the person to be unequal, so unfairness exists ( Huseman, et. al. , 1987 ) . Harmonizing to equity theory, an single demands to comprehend that the ratios of their parts are weighted reasonably: determined by equal ratios. Equity is all about balance ( Spector 2008 ) . Equity is present when a individual feels that they are having the appropriate sum of results from their inputs, when compared to their chosen comparing other. Inequity exists when there is a sensed difference in the ratios of inputs and results. Two specific types of unfairness exist: underpayment unfairness and overpayment unfairness. Underpayment unfairness occurs when an single perceives that their ratio is smaller than their comparing other: they are acquiring less for their inputs. For illustration, if person feels they are seting in more attempt or working harder than a colleague, yet they earn equal or less compensation, their perceived ratios will be different and that individual will see underpayment unfairness. In contrast, overpayment unfairness tips the graduated tables in the other way. For illustration, person will experience they are being paid excessively much sing their work, when compared to the work and compensation of a colleague. This can do feelings of guilt and the ratios used for comparing are based upon the perceptual experience of an person, and non an nonsubjective step of inputs and results. Additionally, the pick of a comparing other is besides the subjective choice of the person. While in this instance, the senior representatives feel unfairness of overpayment exists due to the higher wage in comparative ratios to the freshly representatives.

3.A As the difference in unfairness additions, the tenseness and hurt felt by an person will increase ( Huseman, et. al. , 1987 ) . Smaller differences of unfairness are more tolerable than important differences of unfairness. Not every individual will see equity or unfairness in the same manner because people have changing tolerance degrees or sensitiveness to sensed state of affairss of unfairness. Three types of persons have been identified along an equity sensitiveness graduated table: compassionate, equity mediums, and entitled ( Huseman, et. al. , A 1987 ) . Benevolents are more tolerant of underreward ( Huseman, et. al. , 1987 ) . Equity sensitives follow the norm of equity theory and prefer their ratios to be equal to their comparing other ( Huseman, et. al. , 1987 ) . Entitleds prefer to be in over-reward state of affairss and want their ratio to transcend that of their comparing other ( Huseman, et. al. , 1987 ) . Entitleds often have the attitude that the universe owes them a favour, so they will freely accept and seek out over-reward state of affairss. In this critical survey of inquiry, five representatives are perceived as entitleds since they still think the company owes them a good bend although they earn $ 15,000, which is near the top graduated table of salary and is higher than the new recruits.

4.A The greater tenseness an single feels due to sensed unfairness, the harder they will work to diminish their tenseness and increase sensed degrees of equity ( Huseman, et. al. , 1987 ) . Most persons will seek to accomplish equity by seting their ain inputs and results, or trying to alter the inputs or results of the comparing other. Persons can utilize behavioural procedures or cognitive procedures in order to try to reconstruct equity. Examples include diminishing productiveness at work, happening a new occupation, inquiring for a pay addition, altering the comparative other, or trying to falsify or warrant alterations in their perceptual experiences of inputs and/or results ( Adams, 1963 ) . The agencies of cut downing unfairness will change depending on the state of affairs and will non wholly be every bit fulfilling to an person ( Adams, 1963 ) .

4. Beginning of the job by Ng Hui Ming

a. Explanation

Equity theory trades with two inquiries: ( 1 ) What do people believe is just and just? And ( 2 ) How do they react when they feel they are acquiring far more or far less from their relationships than they merit? How do they respond when they see their chaps reaping undeserved benefits – or digesting undeserved agony? Interestingly, Lind and Van den Bos ( 2002, cited in Sora, B. et Al. 2010 ) conceptualized the integrating of justness with emphasis through uncertainness direction theory. This theoretical account can be summarized by the undermentioned rule: ‘people usage equity to pull off their reactions to uncertainness, happening comfort in related or even unrelated just experiences and happening extra agony in unjust experiences ‘ ( Lind and Van den Bos, 2002: 216, cited in Sora, B. et Al. 2010 ) . In other words, work uncertainness is perceived as a baleful state of affairs for employees. In this scene, employees tend to seek certainty and security, and one manner to obtain them is through developing fairness opinions that make the unsure event more predictable. Organizational justness is an effectual tool to cut down the feelings of uncertainness and, hence, lessen the discomA­fort to a great extent ( Elovainio et al. , 2005 ; Judge and Colquitt, 2004 ; Thau et al. , 2007, cited in Sora, B. et Al. 2010 ) . In this instance, the unfairness judgement by those five service representatives that new employees will be acquiring more wage of wage has caused them to experience unsecure. This is say so because the wages earn by new recruits now are higher than the clip senior representative earned. They worry that those freshly hired workers will gain much than them in a really short clip since the freshly recruits ‘ get downing salary already higher than them compare to the clip they started at minimal degree.

b. Mind-map

In this critical inquiry, the five senior representatives feel they are confronting underpayment equity, they feel that the wage they earn when working at the get downing minimal degree are lower than those newly recruits now. The senior representatives feel really disquieted and dissatisfy because director explained that the freshly hired would non accept the old entry degree rate. The freshly representatives have no old experience, but why still being paid $ 3,000 annually above the usual staring wage in the wage scope.

Comparison between the state of affairss faced by two groups of representatives

5. Learning results by Ng Hui Ming

After finishing this survey of paper, we should be able to:

a. Identify what is Equity theory and under payment equity.

B. Balance or rectify the unfairness feelings of employees towards colleagues.

c. Know what directors can make to overcome/ cut down the perceptual experiences of unfairness by employees.

6. Responses to inequality by Ng Hui Ming

Equity theory suggests that when persons perceive inequality between their ain outcome/input ratio and that of the comparing referent, they are motivated to react. Specifically, equity theory outlined six possible responses that persons may take to reconstruct equity: a ) change their inputs, B ) adjust their results, degree Celsius ) distorts their inputs and results cognitively, vitamin D ) leave the state of affairs, vitamin E ) act on the comparing referent to act upon its inputs or results, and degree Fahrenheit ) comparison to a different referent. There is small information, either in Adams ( 1965 ) , or in subsequent work, that predicts when persons will take a peculiar response option. Equity theory comprises four associating suggestions:

Suggestion I: Persons try to maximise their results ( where outcomes equal wagess subtraction costs ) .

SUGGESTION IIA: Groups can maximise corporate wages by germinating recognized systems for equitably apportioning resources among members. Therefore, groups will develop such systems of equity, and will seek to carry members to accept and lodge to these systems. SUGGESTION IIB: Groups will by and large honor members who treat other equitably, and by and large punish ( increase the costs for ) members who treat others inequitably.

SUGGESTION III: When persons find themselves take parting in unjust relationships, they will go hard-pressed. The more unjust the relationship, the more suffering persons will experience.

SUGGESTION IV: Persons who discover they are in an unjust relationship will try to extinguish their hurt by reconstructing equity. The greater the unfairness that exists, the more hurt they will experience, and the harder they will seek to reconstruct equity.

7. Choose options to work out inequality by Loh Sin Yee

One behavioral attack for an single to equilibrate equity is to either addition or diminish their inputs in order to accomplish equity. If they feel underrewarded they will diminish their inputs. For illustration, an employee who feels underpaid at work compared to his coworkers ( underreward ) might get down taking longer interruptions in order to read the full newspaper which decreases productiveness ( reduced input ) . By diminishing inputs, the perceptual experience of equity is restored.

Underpayment Equity

Therefore, consistent with uncertainness direction theory and with the premise that occupation insecurity reflects uncertainness about occupation loss, we would anticipate that organisational justness related to organisational facets such as resource distribution, personal intervention and procedures could be related to employees ‘ results and chair the relationship between occupation insecurity and its results. That is, organisational justness could assist employees to cover with the uncertainness of occupation insecurity, warranting the negative results of occupation insecurity and, hence, forestalling impairment of occupation satisfaction.

8. Team contemplation by Loh Sin Yee

A concern with equity or justness is critical to the direction of legion organisational issues ( e.g. , pay distribution, grudge declaration ; Greenberg, 1990, cited in Kilbourne, L.M. , O’Leary-Kelly, A.M. ( 1994 ) . In fact, in any distribution of results ( positive or negative ) across persons, employee perceptual experiences of equity are of import. Because these perceptual experiences of equity are related to both organisational operation and employee satisfaction ( Greenberg, 1990 ; Leventhal, 1980, cited in Kilbourne, L.M. , O’Leary-Kelly, A.M. ( 1994 ) , organisational bookmans and practician every bit are interested in understanding them. As a consequence, directors must seek to pass on with their employees often to understand their feelings or perceptual experiences towards unfairness or any dissatisfaction on work.

Adams ‘ ( 1965 ) equity theory proposes that an person who believes an exchange is unjust will be motivated to accomplish equity or cut down unfairness. Harmonizing to the theory, persons determine if exchanges are just by calculating the ratio of sensed personal results ( wagess ) to perceived inputs ( parts ) and comparing this ratio with the perceived outcome/input ratio of some comparing referent that they have chosen. If inequality is perceived, the person is expected to see tenseness and to be motivated to react either cognitively or behaviorally to reconstruct equity.

By the manner, an employer can besides forestall effects from perceptual experiences of unfairness. For illustration, Skarlicki and Folger ( 1997, cited in Redmond 2010 ) found that employees that are treated with regard are more likely to digest unjust wage. Whether the wage or compensation is really unjust might be irrelevant. To the employee a perceptual experience of unjust compensation is the same as existent unjust compensation. So, if an employee has a perceptual experience of unfairness in their compensation they might be more willing to digest their perceptual experience of unjust wage if they are treated with regard by their employer. Then they will be less likely to diminish their inputs or prosecute in counter-productive work behaviors to counterbalance for a perceptual experience of underpayment unfairness. So, in add-on to set uping just distribution and processs in an organisation, employers should ever handle their employees with regard. This can assist keep or increase motive and prevent jobs that stem from perceptual experiences of under wages. Employers besides need to retrieve that employees can value different results. For illustration, younger employees tend to value more wage ( Miles, et. al. , 1994, cited in Redmond 2010 ) . Even if an employee receives a higher wage than their colleague they could still develop a perceptual experience of unfairness if that colleague has a flexible agenda, and a flexible agenda is more valuable to them than excess wage. To battle this job, employers can implement two schemes. First, they could continually bespeak feedback from employees to find what they value and how they would prefer to be compensated. Another scheme used by employers is to offer a pick in benefits. For illustration, one employee might desire to utilize a wellness flexible disbursement history while another employee might prefer to hold a dependent attention flexible disbursement history. Employers can offer picks on wellness or dental insurance every bit good as other picks among benefits. This type of program, called a cafeteria manner, allows employees to choose results that they value most. This can assist forestall perceptual experiences of unfairness because each employee has the results that they value the highest. This helps increase their ratio of inputs to results when compared to their colleagues. Employers can besides use intangible wagess such as a rap on the dorsum, a tiffin, or even simple congratulations in forepart of colleagues. These simple intangible wagess can assist equilibrate a step of inputs and results.

9. Decision by Loh Sin Yee

After we have studied the job and revised on the research done by several research workers, we can now understand about Equity theory and underpayment equity. Additionally, the five senior representatives must cognize how to equilibrate or rectify the unfairness feelings towards freshly hired representatives. They are encouraged to utilize the behavioral attacks to alter the input or result of their comparative other.

Furthermore, it is of import for directors to understand and forestall effects from perceptual experiences of unfairness by employees. Equity theory of motive, developed in the early 1960 ‘s by Adams ( 1965 ) , recognizes that motive can be affected through an person ‘s perceptual experience of just intervention in societal exchanges.A When compared to other people, persons want to be compensated reasonably for their parts. The organisation may necessitate to acknowledge the different readings built-in with such group of employees and invent a scheme for efficaciously pull offing their different perceptual experiences.

10. Mentions by Ng Hui Ming

Redmond, B.F. ( 2010 ) .A Lesson 5: A Equity theory: A Is what I get for my work clean compared to others? Work Attitudes and Motivation.A The Pennsylvania State University World Campus.

Adams, J.S. ( 1965 ) . Inequality in societal exchange. In L. Berkowitz ( Ed. ) , Advances in experimental societal psychological science ( pp.267-299 ) . New York: Academic Press.

Williamson, K. , Williams, K.J. ( 2010 ) . Organizational justness, trust and perceptual experiences of equity in the execution of docket for alteration. Elsevier Ltd on behalf of The College of Radiographers, United Kingdom. Radiography 17 ( 2011 ) 61-66. Retrieved February 23, 2011, from www.elsevier.com/locate/radi.

Colquitt, J.A. , Scott, B.A. , Judge, T.A. , Shaw, J.C. ( 2006 ) . Justice and personality: Using integrative theories to derive moderators of justness effects. Journal of Organizational Behavior and Human Decision Processes 100 ( 2006 ) 110-127. Retrieved February 23, 2011, from www.elsevier.com/locate/obhdp.

Brown, G. , Bemmels, B. , Barclay, L.J. ( 2010 ) . The importance of policy in perceptual experiences of organisational justness. Journal of human dealingss. 63 ( 10 ) 1587-1609. Retrieved February 23, 2011, from hypertext transfer protocol: //hum.sagepub.com/content/63/10/1587.

Sora, B. , Caballer, A. , Peiro, J.M. , Silla, I. , Gracia, F.J. ( 2010 ) . Moderating influence of oganizational justness on the relationship between occupation insecurity and its results: A multilevel analysis. Journal of Economic and Industrial Democracy. 31 ( 4 ) 613-637. Retrieved February 23, 2011, from hypertext transfer protocol: //eid.sagepub.com/content/31/4/613.

Karriker, J.H. , Williams, M.L. ( 2009 ) . Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model. Journal of Management 2009. 35:112. Retrieved February 23, 2011, from hypertext transfer protocol: //jom.sagepub.com/content/35/1/112.

Roch, S.G. , Shanock, L.R. ( 2009 ) . Organizational Justice in an Exchange Model: Clarifying Organizational Justice Distinctions. Journal of Management 2006 32: 299. Retrieved February 23, 2011, from hypertext transfer protocol: //jom.sagepub.com/content/32/2/299.

Kilbourne, L.M. , O’Leary-Kelly, A.M. ( 1994 ) . A Reevaluation of Equity Theory: The Influence of Culture. Journal of Management Inquiry 1994 3: 177. Retrieved February 23, 2011, from hypertext transfer protocol: //jmi.sagepub.com/content/3/2/177.

Paula W. P. ( 2006 ) . Procedural justness and voice effects. Journal of Organizational Culture, Communications and Conflict. Retrieved 23 Feb, 2011, from hypertext transfer protocol: //findarticles.com/p/articles/mi_m1TOT/is_1_10/ai_n25009730/ .


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