Fairness and Diversity in the Workplace

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Chapter 11

• Fairness and Diversity in the Workplace

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Module 11.1 Fairness(R. Cropanzano)

• How did Cropanzano get interested in studying
  justice?
• Justice fairness 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 (Kramer, 99)

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Trust

• Can be undermined by (Kramer, 99)
• 1) Unmet expectations
• 2) Leader behavior (e.g. Jack Welch)
• 3)Technology (surveillance)
• Give an example of a situation where justice was
  a problem at work.
• Extremely hard to rebuild trust
• Negative events are more visible memorable
• Greater weight is given to negative events
• Is it better to distance oneself from the
  negative outcome?

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Organizational Justice

• Includes considerations of organizational
  procedures, outcomes, interpersonal interactions

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Defined Compensation

• How does a defined comp package (e.g. for Dick
  Grasso), differ from traditional retirement and
  what are implications for the effects of each on
  the employer/employee contract? (P 468)

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Types of Justice
Figure 11.1 Types of Justice
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Distributive Justice

• Perceived fairness of allocation of outcomes or
  rewards to organizational members
• Equity, need, equality whats the difference?
• Definitions of what is fair
• Merit or equity norm
• Need norm
• Equality norm
• Cf communism v. capitalism

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Procedural Justice

• Perceived fairness of process by which rewards
  are distributed
• Voice Having possibility of influencing or
  expressing an objection to a process or outcome
• Impact on layoffs self-esteem

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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

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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

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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 (p. 474)
• Shift from performance measurement to performance
  management
• Which evokes more worker emotion?

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Applicant Perceptions of Selection Fairness

• Research important on applicant reactions to
  selection procedures
• Acceptance/rejection of employment offer
• Rejection leads to misattribution
• (Ployhart Harold, 04)
• Reputation of organization
• Litigation
• Conclusions based on review of research

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Model of Applicant Decision Making
Rational economic model Rational psychological
model
Person-as-scientist
Individual differences model
Person-as-machine
Organizational fit model Negotiation process model
Person-as-judge
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The Role of Applicant Reactionsin Selection
Figure 11.2 (Anderson et al., 2001)
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The Rejected Applicant

• Rejection letter should supply plausible reason
• Wording of rejection letter can enhance feelings
  of justice
• Positive characteristics of rejection letters
• Indicate respect for applicant
• Indicate more than one principle of justice

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Special Case of Affirmative Action

• EEO Philosophy
• All individuals have same opportunity, allowing
  success to be dictated by merit
• Should protected groups be favored? Why, why not?
• Should pay / compensation be public? Why, why
  not?
• Affirmative Action
• Provides specific mechanisms for reducing
  under-representation of particular demographic
  groups

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Affirmative Action (contd)

• Affirmative action programs (AAPs) can take many
  forms
• Much emotion surrounds AAPs
• Favored vs. unfavored employees
• Reactions to AAPs

Duncan Smith/Getty Images
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Conceptual Model of Determinants of Attitudes
Toward an AAP Program
Figure 11.3 (Kravitz Klineberg, 2000)
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Module 11.3 Diversity

• What does diversity mean?
• Differences in demographic characteristics,
  values, abilities, interests, experiences
• Diverse workforce Fact
• Multicultural workforce Goal

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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

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Dynamics of Diversity (contd)

• Group members appear to value homogeneity because
  in diverse groups
• 1. Others dont 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

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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

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Managing Diversity From the Organizational
Perspective

• Ineffective models for diversity
• Assimilation model
• Protection model
• Ideal diversity model
• Value model

Ryan McVay/Getty Images
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HR initiatives thatsupport 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

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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