Benefits of Procedural Justice Essay

Folger and Konovsky (1989) explain that procedural referee refers to the perceived circusness of the nub used to determine the amounts of compensation employees receive. Coetzee (2004) further describes it as the extent to which fair procedures and processes atomic number 18 in place and adhered to in an organization, and to which individuals see their leaders macrocosm fair and sincere in all they do. This essay will explore the benefits of procedural justice and in particular present an argument that supports the dictation that the perception of procedural justice by employees results into ordained fiddle essences.Skarlicki and Folger (1997) recognize the following absolute consequences of procedural justice organization commitment, intent to preserve with the organization, organizational citizenship behavior, trust in supervisors and operatemates, satisfaction with decisions made as sound as increased work effort, pipeline satisfaction and performance. It is these positive outcomes that atomic number 18 expounded on in support of the affirmation that positive work outcomes airlift from the perception of procedural justice by employees.McFarlin and Sweeney (1992) point out that procedures decide the organizations capacity to treat employees fairly and because if they see the procedures as fair, employees may view the organization positively. This positivity results into high commitment and supervisor evaluations. Findings in the study by Folger and Konovsky (1989) also reveal that procedural justice has been shown to be positively related to organizational commitment. Furthermore, Moorman, Niehoff and Organ (1993) show that procedural justice influences affective commitment in particular.Affective commitment refers to ones psychological attachment to the organization as well as their assignment with it (Muchinsky, 2006). Procedural justice influences affective commitment in a mien that the fair procedures of allocating resources and re solving disputes in organizations represent the view that employees are precious and it is this value that results in the employee being more attached to and identifying more with the organization.In addition, Organ (1988) suggests that perceptions of fairness may also promote effectiveness in organizations through influencing an employees decision to perform organizational citizenship behaviors because in re-sentencing for being treated fairly, employees would engage in discretionary gestures of such behavior. organisational citizenship behaviors are those contributions that employees make to the overall welfare of the organization that go beyond the required duties of their railway line (Muchinsky, 2006, p. 326).This behavior may include avoiding complaints, attendance purify than the group norm and courtesy. Moorman et al. (1993) further explains that employees go above and beyond their prescribe roles by demonstrating conscientiousness toward their work, trying to prevent pr oblems with other employees, informing others forward taking important actions, and refraining from excessively complaining about work, because they feel the urgency to reciprocate the fair treatment they have received from the organization. This is therefore to that degree another positive work outcome of procedural fairness.Furthermore, trust, which according to McShane and Von Glinow (2009) refers to positive expectations one person has toward another in situations involving risk, is yet another outcome that arises from procedural justice. Pearce, Bigley and Branyczki (1998) show that perceptions of procedural justice were associated not only with a great trust in supervisors but also with a greater trust in peers as employees perceive their rights to have been honoured and can therefore reciprocate in any situation, since this trust is based on expectations that are held in common and can be reciprocated.In terms of job satisfaction and morale, those who perceive justice in their organizations are more likely to feel satisfied with their job and less likely to leave their job (Bakhshi, 2009). Moorman et al. , (2009) further explains that procedural justice may be a alkali for an employees aim of work satisfaction when that employee has developed a positive view of the organization due to its existing fair procedures. This then boosts the level of performance on the job.On the contrary however, perception of procedural disadvantage therefore in an organization will lead to a domain of negative outcomes including low levels of organizational commitment and job satisfaction, reduced delegate performance and employee withholding of organizational citizenship behaviour (Pearce et al. , 1998). These are negative work outcomes that may therefore hinder the progress of n organization in the long run.In conclusion, this essay has defined procedural justice, and supported the statement that that the perception of procedural justice by employees results in positive work outcomes. This has been done by presenting in detail using a field of social science literature and empirical research the various outcomes to wit trust, job satisfaction, organizational commitment, and organizational citizenship and identifying the negative outcomes of procedural injustice.