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Another model of organizational justice proposed by Byrne [20] and colleagues [21] suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested ...
Considered one of the justice theories, equity theory was first developed in the 1960s by J. Stacey Adams, a workplace and behavioral psychologist, who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. [2]
Participation in work decisions: Characterized as formal, long-term and direct participation. The content in this dimension focuses on work, e.g. task distribution, organizational methods of the task. Consultative participation: Same to the previous one except it has lower level of influence in decision-making.
Organizational justice or fairness perceptions have been shown to influence the display of counterproductive work behaviors. [4] Distributive justice, procedural justice, and interactional justice have all been shown to include both counterproductive work behaviors aimed at individuals, such as political deviance and personal aggression; and ...
Workplace democracy theory closely follows political democracy, especially in larger workplaces. Democratic workplace organization is often associated with trade unions, anarchist, and socialist (especially libertarian socialist) movements. Most unions have democratic structures at least for selecting the leader, and sometimes these are seen as ...
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Procedural justice, a subcomponent of organizational justice, is important in communication and in the workplace because it involves fair procedures, it allows the employees to have a say in the decision process, it gives employees fair treatment, and allows them to have more input in the appraisal process.