Organizational Justice

Abstract

Organizational justice, subsuming the dimensions of distributive, procedural, and interactional justice, depicts a multi-facetted mega-construct, bearing the potential of becoming a key variable on different levels of organizational research. On a theoretical level, issues of justice should be regarded as prescriptive norms, which might but do not necessarily cover self-interest. Instead, justice models seem to have the strongest theoretical impact and predictive power with regard to behavior when they assume that struggling for justice and restoring perceived injustice is a single and independent human motive. As will be shown below on an empirical level, members of organizations make differentiated justice judgments on decisions in the workplace. These judgments are powerful predictors of workrelated outcomes. Along with trust in supervisor and traditional variables, such as scope of action and level of payment, justice judgments are able to explain considerable amounts of the variance of these criteria. With regard to the practical level, a realization of organizational justice might remain utopian, but it offers criteria to weigh and judge organizational decisions and to mediate social conflicts so that it can become an effective maxim for aligning behavioral decisions within organizations.

Sustainable Development and Equity

“…While Parties' equitable contributions are elaborated further in subsequent UNFCCC decisions and under the Durban Platform for Enhanced Action, an explicit arrangement for equitable burden sharing remains unspecified. Because there is no absolute standard of equity, countries (like people) will tend to advocate interpretations which tend to favour their (often short term) interests (Heyward, 2007;Lange et al, 2010;Kals and Maes, 2011). It is thus tempting to say that no reasoned resolution is possible and to advocate a purely procedural resolution (Müller, 1999).…”