Work in the 21st Century Chapter 11 Fairness, Justice, and Diversity in the Workplace

Module 11.1: Justice and Fairness Justice & fairness are used to characterize an event or an exchange relationship Trust is a belief in how a person or organization will act on some future occasion

Organizational Justice Includes considerations of organizational procedures, outcomes, & interpersonal interactions

Figure 11.1: Types of Justice

Distributive Justice Perceived fairness of allocation of outcomes or rewards to organizational members Definitions of what is “fair” Merit or equity norm Need norm Equality norm

Distributive Justice

Procedural Justice Perceived fairness of the process by which rewards are distributed Voice: Having possibility of influencing or expressing an objection to a process or outcome Has an impact on layoffs & self-esteem

Interactional Justice Sensitivity with which employees are treated; linked to extent to which employee feels respected by employer Consists of a) informational & b) interpersonal justice

Justice vs. Injustice Injustice, once experienced, leads to: Retaliation Reduced effort Reduced motivation A lasting impact on attitudes, emotions, & behavior Perceptions of justice lead to: Extra effort Feelings of inclusion Feelings of contribution

Module 11.2: Practical Implications of Justice Perceptions Performance evaluation Feelings of fairness more a matter of procedural justice Feedback process most important determinant of feelings of fairness Shift from performance measurement to performance management

Applicant Perceptions of Selection Fairness Research on applicant reactions to selection procedures Applicant reactions have an effect on: Acceptance/rejection of employment offer Reputation of organization Litigation

EEO vs. Affirmative Action EEO Philosophy All individuals have same opportunity, allowing success to be dictated by merit Affirmative Action Provides specific mechanisms for reducing under-representation of particular demographic groups

Affirmative Action Affirmative action programs (AAPs) can take many forms Much emotion surrounds AAPs Favored vs. unfavored employees Reactions to AAPs Duncan Smith/Getty Images

Table 11.1: Research Findings on Reactions to Affirmative Action Programs

What does diversity mean? Module 11.3: Diversity What does diversity mean? Differences in demographic characteristics, values, abilities, interests, & experiences

Table 11.2: A Taxonomy for Describing the Content of Diversity

Dynamics of Diversity Relational demography Relative makeup of various demographic characteristics in particular work groups Tendency for work groups to seek homogeneity rather than diversity Creates trust Enhances communication Increases satisfaction, commitment, & effectiveness

Dynamics of Diversity (cont’d) Group members appear to value homogeneity because in diverse groups: 1. Others don’t agree with your vision 2. Differences in vision are result of value differences 3. Differences in vision lead to disagreements 4. Differences in expertise lead to disagreement about methods

Diversity From Work Group Perspective Group heterogeneity often enhances creative efforts by widening approaches to problem-solving Although culturally homogeneous work groups initially perform at higher levels, heterogeneous work groups become more effective over time

Managing Diversity From the Organizational Perspective Ineffective models for diversity Assimilation model Protection model Ideal diversity model Value model

HR initiatives that support Value Model 1. Recruit specifically with diversity in mind 2. Ensure career development is available for every member of organization 3. Provide diversity training 4. Seek input from diverse group members 5. Provide support & networks for diverse group members 6. Develop connections to cultural groups in community

Leadership & Diversity Tendency for group homogeneity places greater burden for managing diversity on shoulders of group/team leader Leaders must remember that each group member is an individual