Treat employees fairly
Treat employees fairly There are concrete reasons managers should treat employees fairly. Arbitrators and the courts will consider the fairness of the employer’s disciplinary procedures when reviewing disciplinary decisions. Fairness also relates to wide range of positive employee outcomes. These include enhanced employee commitment and enhanced satisfaction with the organization, job, and the leader and more’ organizational citizenship behaviors’ ( the steps employees take to support their employers’ interest).
Treat employees with procedural and distributive justice. Procedural justice: allow for requests for clarification for additional information about a decision. Distributive justice: employee fairly rewarded considering the responsibilities he has. Behaving unfairly: workplace unfairness. supervisors are workplace bullies, yelling at or even threatening subordinates. Employer should prohibit such behavior.
Many firms have antiharassment policies “ it is the policy of the department that all employees, customers, contractors, and visitors to the work site are entitled to a positive, respectful , and productive work environment).
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Mistreatment makes it more likely the employee will also show higher level of ‘work withdrawal’. (show up for work, but not do his or her best). They also exhibit more workplace deviance, for instance, in terms of theft and sabotage. What causes unfair behavior? Supervisors treated pushier employees more fairly. individuals who communicated assertively were more likely to be treated fairly by the decision maker. Employees who are vulnerable or provocative would be treated injustice and against . Supervisors’ Fairness guidelines:1. involving employees in the decisions that affect them by asking for their input and allowing them to refute the others ideas and assumptions. 2. Ensuring that everyone involved and affected understands why final decisions are made and the thinking that underlies the decisions 3.
Making sure everyone knows up front by what standards you will judge him or her. Practical communications: ask questions and listen carefully; set aside your defensive reactions; tactfully deflect distracting statements. For instance, don’t get into debates comparing the person’s salary raise to someone else’s; ask “ what would you like me to do? ” it could turn out the employee just wants to be heard; deal with specifics, if the employee does want you to change the decision, ask him or her to outline specific reasons.