“the Science Of Justice: Benefits Of Lawyers In Forensic And Legal Sciences”

“the Science Of Justice: Benefits Of Lawyers In Forensic And Legal Sciences” – It is well understood in the organizational science literature that organizations that treat their employees well tend to be more effective. Organizational justice has been associated with job performance at the individual, team, and organizational level, including both task and contextual performance. In this CQ File, we take a look at the foundation of organizational justice and the three components of distributive, procedural, and interactional justice. We will also introduce a number of practical ways on how you can achieve organizational justice and the associated benefits in your organization.

The concept of organizational justice focuses on how employees judge the behavior of the organization and how this behavior is related to the attitudes and behaviors of employees towards the organization (Greenberg, 1987). Organizational justice consists of three main forms: distributive, procedural, and interactional.

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Distributive justice occurs when employees believe the results are fair (Colquitt et al., 2013). These results are tangible, such as payment, or intangible, such as positive feedback. When employees believe they are paid or treated equally, this results in distributive justice (Adams, 1965).

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While distributive justice focuses on outcomes, procedural justice focuses on the fairness of the decision-making or process that leads to those outcomes. Employees perceive procedural justice when they feel they can voice their views on the process. Employees also believe that procedures are consistent, accurate, ethical, and fair when they are free of bias (Colquitt et al., 2013).

Interactional justice focuses on how an individual is treated when decisions are made; Individuals feel that they are treated fairly when employers make explanations for decisions and treat employees with dignity, respect and sensitivity (Colquitt et al., 2013). Interactional justice can also be divided into two types, interpersonal and informational justice.

Interpersonal justice focuses on how organizations treat their employees with an emphasis on respect and courtesy.

Information justice focuses on whether employers provide adequate disclosures to employees, emphasizing timely, specific, and accuracy (Colquitt, 2011).

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Organizational justice is not given, but the result of a series of management interventions and behaviors. As a professional, it is important that you know how your behavior and decision-making influence organizational justice. We take a look at a number of practical ways you can promote organizational justice in your organization.

When employers use effective communication, this can lead to perceptions of interpersonal and informational justice (Kernan & Hanges, 2002). It is important for organizations to use quality communication when explaining decisions to employees, as this can increase trust for both management and the organization (Kernan & Hanges, 2002). An example of this is when organizations need to make several job positions redundant. It is important to explain to all employees why layoffs occur and to treat those who are laid off with dignity and fairness.

Greenberg (1990) tested this logic in a field-based experiment where a manufacturing organization reduced wages in two of its factories. While the reason for the salary cut in one of the factories was explained sensitively and respectfully, no explanation was given to the employees at the other factory. Following the pay cut, Greenberg (1990) examined the amount of employee theft that occurred at two factories. As expected, those who were deducted had higher theft rates, while those who received a sensitive disclosure stole less; moreover, perceptions of inequality have decreased (Greenberg, 1990).

Another predictor of organizational justice is employee participation. When organizations involve employees in decision-making about organizational procedures, this increases the perception of fairness. This increase in organizational justice occurs even when the outcome is not in favor of the employee (Bies & Shapiro, 1988). Research has also shown that when employees are given voice or input in organizational procedures, it increases perceptions of both procedural and interpersonal justice (Kernan & Hanges, 2002).

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When organizational events occur, it can have an impact on the mood and emotions of employees. Also, employees interpret events differently and this may depend on the employee’s temperament; for example, some employees may be more anxious than others when a crisis occurs. In fact, a meta-analytical review found that the effect of status and trait level can influence perceptions of fairness (Barsky & Kaplan, 2007). When employees experience positive affect in terms of both positive status and trait, they are more likely to have higher perceptions of interactional, procedural, and distributive justice (Barsky & Kaplan, 2007). Depressed individuals also tend to have more negative perceptions of organizational justice (Lang et al., 2011).

Organizational justice is a phenomenon at both the individual and team level. Most of the research has been done at the individual level, but there are studies showing that organizational justice works at the team level, especially in terms of team climate. Employees are influenced by their colleagues and team levels in their perceptions of justice, and this can lead to team-level perceptions of organizational justice in the form of a climate of justice (Li & Cropanzano, 2009).

For example, if there is a crisis within the organization, team members may share their perceptions with each other, leading to a shared interpretation of events. Team members are also influenced by each other, which can lead to homogeneity in team justice perceptions and create a strong climate (Roberson & Colquitt, 2005). Colquitt and colleagues also showed that teams with a high climate of fairness tended to perform more effectively in terms of performance and less absenteeism (Colquitt, Noe & Jackson, 2002).

Organizational justice is an important construct as it affects outcomes at the individual, team and organizational level. Research has shown that organizational justice is linked to positive outcomes such as:

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Organizational justice is also linked to negative outcomes such as counterproductive work behaviors, turnover, and burnout, such that employees who perceive justice in outcomes and processes tend to be less involved in these negative behaviors (Colquitt et al., 2013).

It is important that organizations ensure that they treat their employees fairly by ensuring that both results and processes are equitable and fair. Organizations can ensure that organizational practices are transparent and fair so that employees remain committed to the organization’s goals.

Based on empirical evidence of the relationship between team effectiveness and team performance, this file has been assigned a Level 5 rating (based on a 1-5) measurement scale. Level 5 is the highest rating score for a case based on the evidence provided regarding the effectiveness of organizational justice. To date, research on organizational justice has demonstrated the importance of this construct on numerous organizational outcomes. In addition, the research was conducted at the individual, team and organizational level.

Barsky, A. and Kaplan, SA (2007). If you feel bad, it’s unfair: a quantitative synthesis of perceptions of impact and organizational justice. Journal of Applied Psychology, 92, 286–295.

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Bies, RJ and Shapiro, DL (1988). Voiceover and justification: implications for procedural justice judgments. Journal of the Academy of Management, 31, 676-685.

Colquitt, J.A. (2001). On the dimensionality of organizational justice: construct verification of a measure. Journal of Applied Psychology, 86, 386–400.

Colquitt, J. A., Noe, R. A., and Jackson, C. L. (2002). Justice in Teams: Antecedents and Consequences of a Procedural Justice Climate, Staff Psychology, 55, 83-109.

Colquitt, J.A., Scott, B.A., Rodell, J.B., Long, D.M., Zapata, C.P., Conlon, D.E., & Wesson, M.J. (2013). Justice in a millennium, ten years from now: A meta-analytic test of social exchange and emotion-based perspectives. Journal of Applied Psychology, 98, 2, 199-236.

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Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12, 9-22. Greenberg, J. (1990). Employee theft as a response to underpayment inequality: The hidden cost of wage cuts.

Kernan, M. C. and Hanges, P. J. (2002). Survivor responses to reconstruction: antecedents and consequences of procedural, interpersonal and informational justice. Journal of Applied Psychology, 87, 916-928.

Lang, J., Bliese, P. D., Lang, J. W. B., and Adler, A. B. (2011, Feb. 7). Work Gets Unfair for Depressed: Cross-Lagged Relationships Between Perceptions of Organizational Justice and Depressive Symptoms. Journal of Applied Psychology.

Li, A. and Cropanzano, R. (2009). Group-level justice: Justice climate and intra-unit justice climate. Journal of Management, 35, 564-599.

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Roberson, Q. M., & Colquitt, J. A. 2005. Shared and structural justice: A social network justice model in teams. Academy of Management Review, 30, 595-607.

Annette was born in England and now lives in the United States. She holds a PhD in Industrial and Organizational Psychology and has taught at various institutions. Annette’s articles have been published in many journals such as the Journal of Applied Psychology, Personnel Psychology, Human Resource Development Quarterly, and Organizational Research Methods. She worked for many years in the public and private sectors, especially as a management trainer. Principles of environmental justice, development, adoption, implementation and enforcement of environmental laws, regulations and policies. Environmental justice also requires special access and transparent opportunities for all community members to voice their concerns in the decision-making process.

The Delta Governing Council (Council) has worked to incorporate environmental justice into several new and ongoing initiatives described below. These initiatives also identify next steps to address environmental justice in our future work.

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Rome, Italy. 15 February 2020: A Pedestrian Walks Past The Offices Of The European Commission Representation In Rome. The European Commission Has Decided To Refer Italy To The Court Of Justice Of

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