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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 ...
In its broadest sense, justice is the idea that individuals should be treated fairly. According to the Stanford Encyclopedia of Philosophy, the most plausible candidate for a core definition comes from the Institutes of Justinian, a codification of Roman Law from the sixth century AD, where justice is defined as "the constant and perpetual will to render to each his due".
Interactional justice, a subcomponent of organizational justice, has come to be seen as consisting of two specific types of interpersonal treatment (e.g. Greenberg, 1990a, 1993b). The first labeled interpersonal justice, reflects the degree to which people are treated with politeness, dignity, and respect by authorities or third parties ...
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.
Workplace deviance is a phenomenon which occurs frequently within an organization. Ultimately, it is the managers' and the organization's responsibility to uphold the norms to which the organization wishes to adhere; it is the organization's job to create an ethical climate. [13]
Another way to prevent employee silence is to create an employee who is committed the organization. This is done by showing that the organization is fair and committed to its employees. When the organization is committed to the employee, the employee in return is committed to the organization, which limits employee silence. [12]
Organizational scientists have also developed many nuanced definitions of organizational commitment, and numerous scales to measure them. Exemplary of this work is Meyer and Allen's model of commitment, which was developed to integrate numerous definitions of commitment that had been proliferated in the literature.
Leadership sets the tone for organizational management (strategic actions taken by an organization to create a positive image for both the internal and external public). In turn, leadership directly influences organizational symbolism (which reflects the culture, the language of the members, any meaningful objects, representations, and/or how ...