Title: The benefits of organizational justice and practical ways how to improve it | CQ Net - Management skills for everyone
Headings: The benefits of organizational justice and practical ways how to improve it
The benefits of organizational justice and practical ways how to improve it
Executive summary
Contents
What is organizational justice?
Distributive justice: Fairness of outcome distribution (pay, feedback etc.)
Procedural justice: Fairness of decision-making processes
Interactional justice: Fairness of decision-making treatment and communication
Interpersonal justice
Informational justice
How to improve organizational justice?
Effective organizational communication
Employee participation
Employee mood and emotions
Organizational justice is an individual and team level phenomenon
Benefits of organizational justice
Critical appraisal of organizational justice: Solidity Level 5
Key take-aways
Management skills newsletter
References and further readings
About the Author

Content: How to improve organizational justice? Organizational justice is not given, but a result of a set of management interventions and behaviors. As a professional, it is important that you know how your behavior and decision-making activities influence organizational justice. We have a look at a set of practical ways how you can foster organizational justive in your organization. Effective organizational communication
When employers use effective communication, this can result in perceptions of interpersonal and informational justice (Kernan & Hanges, 2002). It is important that organizations use quality communication when explaining decisions to employees because 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 the redundancies are occurring and to also treat those laid off with dignity and fair treatment. Greenberg (1990) tested this rationale in a field-based experiment, whereby a manufacturing organization reduced pay in two of its plants. In one of the plants, the reason for the pay cut was explained in a sensitive and respective manner and in the other plant, no explanation was given to employees.