A Study of Perceived Organizational Justice, Trust, and Organisational Citize...IOSR Journals
The present organizations in which cut throat competition is there among employees, organizational justice and trust become more important to develop organizational citizenship behavior. organisation citizenship behavior is voluntary behavior on the part of employee which does not bring any reward to them. An employee who feels like citizen of organization does something extra for organization and coworkers which is not described in job description. Many previous researches proved impact of trust on organizational citizenship behavior and impact of organizational justice on organizational citizenship behavior. This study attempts to find out impact of trust and justice on OCB separately as well as combined impact of both the variables on OCB in service industry of Gwalior (MP, India).various statistical tools like reliability analysis and regression analysis was applied to the gathered data to fulfill the objective of the study.
Workplace Equity: Critique for Epistemological UsefulnessAJHSSR Journal
: This paper presents a logical critique to elucidate the central theme of workplace equity, as a
conscious phenomenon that directs workers’ sense of commitment in organizations. The understanding
produced thus become the logical framework upon which epistemological prescriptions where made for
inquiries, to explain, predict and even control the dynamics of equity in the world of walks. The paper identifies
equity as an individual worker’s feelings of how he/she is fairly treated with regards to self-inside; self-outside;
other-inside; and other-outside, as referents on work related issues. The paper contended that an individual’s
perception of workplace equity at any given time occurs in the psychological plain, and determined by the
individual’s experiences, circumstance, gender, marital status, referent, expectations, etc. Thus, it involves the
micro-level of analysis. The reactions of the individual to his perception of equity are both human and social
actions. However, because much of it happen in the psychological realm. It is not adequately captured through
the strict mathematical precision sought for in empirical epistemology. The paper therefore, subscribe to
constructivism or interpretism as the more valid epistemologies for constructing meanings in the subjective state
of the equity perceiver. Because of the objective reality contents in distributive phenomena in equity, the paper
further advocates for mixed epistemologies to direct inquiries closer to the truth on workplace equity.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
A Study of Perceived Organizational Justice, Trust, and Organisational Citize...IOSR Journals
The present organizations in which cut throat competition is there among employees, organizational justice and trust become more important to develop organizational citizenship behavior. organisation citizenship behavior is voluntary behavior on the part of employee which does not bring any reward to them. An employee who feels like citizen of organization does something extra for organization and coworkers which is not described in job description. Many previous researches proved impact of trust on organizational citizenship behavior and impact of organizational justice on organizational citizenship behavior. This study attempts to find out impact of trust and justice on OCB separately as well as combined impact of both the variables on OCB in service industry of Gwalior (MP, India).various statistical tools like reliability analysis and regression analysis was applied to the gathered data to fulfill the objective of the study.
Workplace Equity: Critique for Epistemological UsefulnessAJHSSR Journal
: This paper presents a logical critique to elucidate the central theme of workplace equity, as a
conscious phenomenon that directs workers’ sense of commitment in organizations. The understanding
produced thus become the logical framework upon which epistemological prescriptions where made for
inquiries, to explain, predict and even control the dynamics of equity in the world of walks. The paper identifies
equity as an individual worker’s feelings of how he/she is fairly treated with regards to self-inside; self-outside;
other-inside; and other-outside, as referents on work related issues. The paper contended that an individual’s
perception of workplace equity at any given time occurs in the psychological plain, and determined by the
individual’s experiences, circumstance, gender, marital status, referent, expectations, etc. Thus, it involves the
micro-level of analysis. The reactions of the individual to his perception of equity are both human and social
actions. However, because much of it happen in the psychological realm. It is not adequately captured through
the strict mathematical precision sought for in empirical epistemology. The paper therefore, subscribe to
constructivism or interpretism as the more valid epistemologies for constructing meanings in the subjective state
of the equity perceiver. Because of the objective reality contents in distributive phenomena in equity, the paper
further advocates for mixed epistemologies to direct inquiries closer to the truth on workplace equity.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
Locus of Control’s Harmonization Effect on Organizational Role Stress and Man...Dr. Krishnanand Tripathi
Do you think that the events in your life - getting hired or getting fired, falling in or out of love, moving from one city to another - are due to your actions or some outside power? How you answer predicts your job satisfaction, stress levels, and how high up you're likely to climb in an organization. Psychologists call it your locus of control. Here's my latest research paper on Locus of Control’s Harmonization Effect on Organizational Role Stress and Managerial Effectiveness. This study is based on a sample of 75 managers working with private organizations belonging to the pharmaceutical, energy and textile sectors. The main objective of the study was to analyze the consequences of the Organizational Role Stress and its impact on management efficiency and the role of Locus of control in balancing in between organizational stress and management efficiency. Looking forwards for your comments and feed backs on it..
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
Extended abstract submitted for the Digital Economy All Hands Meeting 2013 in Salford, Manchester. Paper details the construction of the Concern for Professional Image through Social Media Interaction (CPI-SMI) scale.
Locus of Control’s Harmonization Effect on Organizational Role Stress and Man...Dr. Krishnanand Tripathi
Do you think that the events in your life - getting hired or getting fired, falling in or out of love, moving from one city to another - are due to your actions or some outside power? How you answer predicts your job satisfaction, stress levels, and how high up you're likely to climb in an organization. Psychologists call it your locus of control. Here's my latest research paper on Locus of Control’s Harmonization Effect on Organizational Role Stress and Managerial Effectiveness. This study is based on a sample of 75 managers working with private organizations belonging to the pharmaceutical, energy and textile sectors. The main objective of the study was to analyze the consequences of the Organizational Role Stress and its impact on management efficiency and the role of Locus of control in balancing in between organizational stress and management efficiency. Looking forwards for your comments and feed backs on it..
the relationship between normative commitment (one form of organizational commitment) and loyal boosterism (one construct of organizational citizenship behaviours)
Extended abstract submitted for the Digital Economy All Hands Meeting 2013 in Salford, Manchester. Paper details the construction of the Concern for Professional Image through Social Media Interaction (CPI-SMI) scale.
Computer science principals in terms of ProgrammingUmair Jameel
This slide contains information about basics of computer programming. This information is only for beginners who want to learn programming and have just started it.
Tra i sistemi di sicurezza anti-intrusione o anti-taccheggio già presenti sul mercato, senza dubbio questo progetto rappresenta una soluzione low-cost, di facile utilizzo e configurazione.
Individuata nell’Arduino Yún la board che rappresenti il cuore del sistema embedded, è stato necessario selezionare i giusti sensori atti ad ottenere un giusto equilibrio tra l’utilizzo in un ambiente reale (sia domestico che lavorativo) e il contenimento dei costi.
Grazie all’Arduino IDE si è resa possibile la stesura del codice Sketch che, attraverso la coordinazione di sensori, un display LCD e la Choreo SendEmail di Temboo, permette la messa in sicurezza di un'area ben definita.
Video: https://youtu.be/1IioQDRjlNA
ITHAKA The Next Wave 2016: Charles Isbell - Online MS in Computer ScienceITHAKA
Georgia Tech is leading change in higher education through its online masters program in computer science. Charles Isbell, founding team member and professor in the program, shares details on the program - why is was launched, how it is going, and what they are learning as they expand access to higher education.
We have faced NAAC current year , and this is departmental presentation for CS department. We have faced lots of challenges for the preparation of presentation .Hope it will help to all who are going to face NAAC in future.
Why computer science in K-12 by Code.orgPeerasak C.
Computer science drives innovation throughout the US economy, but it remains marginalized throughout K-12 education.
Only 33 states allow students to count computer science courses toward high school graduation.
There are currently 517,393 open computing jobs nationwide.
Last year, only 42,969 computer science students graduated into the workforce.
______
"Summary of source data for Code.org infographics and stats
Computing occupations make up ⅔ of all projected new jobs in STEM fields
The source for these data comes from the Bureau of Labor Statistics Employment Projections (http://www.bls.gov/emp/tables.htm). The projection for new computing jobs is 548,200 from 2014-2024. Projections for all other STEM jobs combined is 288,400 over the same period.
When comparing Employment Projections data to Computer Science graduates, only STEM and computing jobs that require a bachelor’s degree are included (i.e., jobs that require associate’s degrees or less, master’s degrees, and doctoral degrees are not included in these projection summaries). In this case, the projection for new computing jobs that require a bachelor’s degree is 413,500, versus 165,600 in all other STEM fields combined. This is a 71:29 ratio of jobs in Computing versus the rest of STEM.
For STEM occupations, we use the SOC codes that the BLS defined as STEM in the “Science, Engineering, Mathematics, and Information Technology Domain” (http://www.bls.gov/soc/Attachment_A_STEM.pdf and http://www.bls.gov/soc/Attachment_B_STEM.pdf).
For computing occupations, we use all of the occupations listed under “Computer Occupations” SOC 15-1100, as well as additional individual codes in other categories that are clearly computer science occupations. Specific codes for both classifications are listed below. Note that these codes include occupations at all degree levels."
The soul is defined as a “distinguishing mark of living things, responsible for planning and practical thinking”. Logic has been present in the origin and many important developments in Computer Science.
Hilbert’s quest for effective methods to mechanically prove theorems stimulated some of the brightest minds of the 20th century to prove it unfeasible. Eigthy years ago, Church and Turing advanced the thesis that lambda calculus and a-machines formalize the notion of effective method, and displayed sentences which could not be proved or disproved. This was the end of Hilbert’s dream and the birth of Computer Science. The Universal Turing Machine became the abstract model of our current notion of computer.
Since then, we can find logic wired into the electronic devices that make computers alive; providing a communication language with the computer; guiding verification methods to prove programs correct; and providing the basis for the semantic web. We’ll review these epiphanies so you’ll be hopefully ready to agree that Logic is the Soul of Computer Science.
The presentation comprised the strategy to improve employee performances through compensation and benefit. The presentation also includes case study of FMCG industry.
Comparing the Efficacy of Face to Face, MOOC and Hybrid Computer Science Teac...WeTeach_CS
Presentation on using MOOCs as part of a professional development program for K-12 Computer Science teachers. Presented to the Learning With MOOCs conference on October 6, 2016 at the University of Pennsylvania in Philadelphia.
Presentation and research by:
Carol L. Fletcher, Ph.D., The University of Texas at Austin
W. Wesley Monroe, The University of Texas at Austin
Jayce Warner, The University of Texas at Austin
Kristin Anthony, Planview
R E A D I N G 7 . 2The Management of Organizational Justic.docxaudeleypearl
R E A D I N G 7 . 2
The Management of Organizational Justice
Russell Cropanzano, David E. Bowen and Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful
benefits for organizations and employees alike. These include
greater trust and commitment, improved job performance,
more helpful citizenship behaviors, improved customer satis-
faction, and diminished conflict. We demonstrate the man-
agement of organizational justice with some suggestions for
building fairness into widely used managerial activities. These
include hiring, performance appraisal, reward systems, con-
flict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be
economic institutions. Sometimes implicitly, other times
explicitly, this “rational” perspective has shaped the
relationship that many employers have with their workforce
(Ashforth & Humphrey, 1995). Many organizations, for
example, emphasize the quid pro quo exchange of monetary
payment for the performance of concrete tasks (Barley &
Kunda, 1992). These tasks are often rationally described
via job analysis and formally appraised by a supervisor.
Hierarchical authority of this type is legitimized based
upon the manager’s special knowledge or expertise (Miller &
O’Leary, 1989). Employee motivation is viewed as a quest for
personal economic gain, so individual merit pay is presumed
to be effective. Using the rational model, one can make a
case for downsizing workers who are not contributing
adequately to the “bottom line.” And the rational model
is found at the heart of the short-term uptick in the stock
price of firms that carry out aggressive cost-cutting measures
(Pfeffer, 1998).
Businesses certainly are economic institutions, but they
are not only economic institutions. Indeed, adherence to
this paradigm without consideration of other possibilities
can have problematic side effects. Merit pay is sometimes
ineffective (Pfeffer & Sutton, 2006), downsizing often has
pernicious long-term effects (Pfeffer, 1998), and bureau-
cratic management can straitjacket workers and reduce
innovation. We should attend to economic matters, but
also to the sense of duty that goes beyond narrowly defined
quid pro quo exchanges. It includes the ethical obligations
that one party has to the other. Members may want a lot of
benefits, but they also want something more. Organizational
justice—members’ sense of the moral propriety of how they
are treated—is the “glue” that allows people to work
together effectively. Justice defines the very essence of indi-
viduals’ relationship to employers. In contrast, injustice is
like a corrosive solvent that can dissolve bonds within the
community. Injustice is hurtful to individuals and harmful
to organizations.
In this paper we will discuss organizational justice, with
an emphasis on how it can be brought to the workplace.
We first define justice, payi ...
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
Article information:
To cite this document:
Monica Forret Mary Sue Love, (2008),"Employee justice perceptions and coworker relationships",
Leadership & Organization Development Journal, Vol. 29 Iss 3 pp. 248 - 260
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(2014),"Organizational justice and employee engagement: Exploring the linkage in public sector banks in
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http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
The presentations should analyze the reading and its connections t.docxgabrielaj9
The presentations should analyze the reading and its connections to the concepts covered in the text in the previous weeks. Provide additional analysis that connects the reading to concepts (pro or con) from your own current organization of T-Mobile
Week Five Topic: "Organizational Justice;" how Senior Leadership can create a climate/culture that fosters fairness.
Text Reading 7.2 "The Management of Organizational Justice"
READING 7.2: The Management of Organizational Justice
Russell Cropanzano
David E. Bowen
Stephen W. Gilliland
Executive Overview
Organizational justice has the potential to create powerful benefits for organizations and employees alike. These include greater trust and commitment, improved job performance, more helpful citizenship behaviors, improved customer satisfaction, and diminished conflict. We demonstrate the management of organizational justice with some suggestions for building fairness into widely used managerial activities. These include hiring, performance appraisal, reward systems, conflict management, and downsizing.
Justice, Sir, is the greatest interest of man on earth
—Daniel Webster
Business organizations are generally understood to be economic institutions. Sometimes implicitly, other times explicitly, this “rational” perspective has shaped the relationship that many employers have with their workforce (Ashforth & Humphrey, 1995). Many organizations, for example, emphasize the quid pro quo exchange of monetary payment for the performance of concrete tasks (Barley & Kunda, 1992). These tasks are often rationally described via job analysis and formally appraised by a supervisor. Hierarchical authority of this type is legitimized based upon the manager’s special knowledge or expertise (Miller & O’Leary, 1989). Employee motivation is viewed as a quest for personal economic gain, so individual merit pay is presumed to be effective. Using the rational model, one can make a case for downsizing workers who are not contributing adequately to the “bottom line.” And the rational model is found at the heart of the short-term uptick in the stock price of firms that carry out aggressive cost-cutting measures (Pfeffer, 1998).
Businesses certainly are economic institutions, but they are not only economic institutions. Indeed, adherence to this paradigm without consideration of other possibilities can have problematic side effects. Merit pay is sometimes ineffective (Pfeffer & Sutton, 2006), downsizing often has pernicious long-term effects (Pfeffer, 1998), and bureaucratic management can straitjacket workers and reduce innovation. We should attend to economic matters, but also to the sense of duty that goes beyond narrowly defined quid pro quo exchanges. It includes the ethical obligations that one party has to the other. Members may want a lot of benefits, but they also want something more. Organizational justice—members’ sense of the moral propriety of how they are treated—is the “glue” that allows people to work tog.
TheIncubatorAttribution theory in the organizational.docxssusera34210
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
TheIncubatorAttribution theory in the organizational.docxchristalgrieg
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
Finally, let us understand that when we stand together, we will always win. When men and women stand together for justice, we win. When black, white and Hispanic people stand together for justice, we win.
- Bernie Sanders
Running Head ETHICAL SYSTEMS AND ETHICAL DILEMMAS 13.docxtodd271
Running Head: ETHICAL SYSTEMS AND ETHICAL DILEMMAS 1
3
Running Head: ETHICAL SYSTEMS AND ETHICAL DILEMMAS
Ethical Systems and Ethical Dilemmas
EMCJ:513:02
Mr. Addison
October 31, 2018
Chapter 2
The process solving ethical dilemmas in law enforcement requires a comprehensive rationale that justifies the right from wrong with respect to decision-making process. This means that the policy makers, officers and other stakeholders should a clear understanding of the normative theories and systems of ethics. Therefore, this paper seeks to identify and analyze the ethical theories and they influence the processes of criminal justice and law enforcement in the United States by focusing on the normative theories and systems.
There are various philosophical systems that are utilized while making a decision. These systems use theories such as the normative ethics, Meta ethics and applied ethics. This section will put a major focus on the Normative theories which are typically concerned with the ethical systems related to the norms standards and or, criteria that the address on the principles of ethical behavior (Evans and Macmillan 2014, p.27). Normative theories of ethics are further divided into utilitarianism, virtue ethics, egoism, and ethics of care, deontology, natural law, divine command theory, and moral relativism, Rawls’s theory of justice and social contract theory. These theories help individuals to make informed decisions when faced with major ethical dilemmas.
To begin with, Utilitarian Ethics are majorly concerned with the ethical decisions and the consequences that accompany these decisions. In a nutshell, this theory is best described as a consequential or teleological theory because it stipulates that the consequence of an action is the determinant of it being moral or not. According to Jeremy Bentham (1748-132), the principles that illustrate utility focus on measuring maximum pleasure with respect to minimum pain which means pleasure is preferred over pain (Sandel, 2010). However, there is a reconsideration concerning the principles of utilitarianism as proposed by John Stuart Mill who suggests that sensual should expound further into the mental pleasure such as literature, friendship and music (Hinman, 2013). This brings out the difference between happiness and pleasure as: happiness relates to mental senses while pleasure relates to the bodily pleasures such as sex and food; pleasure is short-term whereas happiness is long-term; both can be looked at and happiness can encompass both pleasure and pain. The theory of utilitarianism is formulated by act and rule utilitarianism respectively. This theory helps the law enforcement officers on the notion for need for discretion while making exigent decisions and evaluates the consequences of their actions.
The Kantian logic or Deontological theory is an ethical system concerned with the obligations and duties of an individual. This theory was developed by Immanuel.
Sungjoo Choi Kennesaw State University Hal G. Rainey Univers.docxmattinsonjanel
Sungjoo Choi
Kennesaw State University
Hal G. Rainey
University of Georgia
Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance
Current Trends in Public Personnel Administration
Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, perfor- mance management in public organizations, and comparative public administration. E-mail: [email protected]
Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understand- ing and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
E-mail: [email protected]
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies
by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively
to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.
The American workforce has been increasingly diversified by greater access to jobs for women and minorities. Diversity and representation “politically integrate a diverse nation with a measure of legitimacy” (Brewer 2002, 1), but also enhance social justice (Kellough 1990; Krislov and Rosen- bloom 1981). Understanding the impacts of diversity on organizational outcomes, such as organizational performance, employee satisfaction, and turnover,
has become essential (Milliken
pursuing affirmative action programs to taking advan- tage of differences to improve organizational effective- ness (Wise and Tschirhart 2000). Recent research has investigated diversity in relation to organizational effectiveness.
Public organizations, through equal employment opportunity (EEO) and affirmative action programs, have been more committed to workforce diversity than have private organizations, resulting in a higher lev ...
A Comprehensive Model of Organizational LearningAriful Saimon
Banking & Insurance
Assignment on: A Comprehensive Model of Organizational Learning
Submitted to
Lecture: Ms.Tasmia Tahlil
Department of Finance
Faculty of Business Administration
Premier University, Chittagong.
Group: B
Prepared By:
.
Md. Ariful Islam Saimon Chy
1022114412
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. Overview
Organizational justice is conceptualized as a multidimensional construct. The four proposed
components are distributive, procedural, interpersonal, and informational justice. Research also
suggests the importance of affect and emotion in the appraisal of the fairness of a situation as
well as one‟s behavioral and attitudinal reactions to the situation (e.g., Barsky, Kaplan, & Beal,
2011). A myriad of literature in the industrial/organizational psychology field has examined
organizational justice as well as the associated outcomes. Perceptions of justice influence many
key organizational outcomes such as motivation (Latham &Pinder, 2005) and job satisfaction
(Al-Zu‟bi, 2010).
Corporate social responsibility
A concept related to organizational justice is corporate social responsibility (CSR).
Organizational justice generally refers to perceptions of fairness in treatment of individuals
internal to that organization while corporate social responsibility focuses on the fairness of
treatment of entities external to the organization. Corporate social responsibility refers to a
mechanism by which businesses monitor and regulate their performance in line with moral and
societal standards such that it has positive influences on all of its stakeholders (Carroll, 1999).
Thus, CSR involves organizations going above and beyond what is moral or ethical and
behaving in ways that benefit members of society in general. It has been proposed that an
employee‟s perceptions of their organization‟s level of corporate social responsibility can impact
that individual‟s own attitudes and perceptions of justice even if they are not the victim of unfair
acts (Rupp et al., 2006).
Roots in equity theory
The idea of organizational justice stems from equity theory (Adams, 1963, 1965), which posits
that judgments of equity and inequity are derived from comparisons between one‟s self and
others based on inputs and outcomes. Inputs refer to what a person perceives to contribute (e.g.,
knowledge and effort) while outcomes are what an individual perceives to get out of an exchange
relationship (e.g., pay and recognition). Comparison points against which these inputs and
outcomes are judged may be internal (one‟s self at an earlier time) or external (other individuals).
Types of organizational justice
Three main proposed components of organizational justice are distributive, procedural, and
interactional justice (which includes informational and interpersonal justice).
Distributive justice
Distributive justice is conceptualized as the fairness associated with decision outcomes and
distribution of resources. The outcomes or resources distributed may be tangible (e.g., pay) or
2. intangible (e.g., praise). Perceptions of distributive justice can be fostered when outcomes are
perceived to be equally applied (Adams, 1965).
Procedural justice
Procedural justice is defined as the fairness of the processes that lead to outcomes. When
individuals feel that they have a voice in the process or that the process involves characteristics
such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced
(Leventhal, 1980).
Interactional justice
Interactional justice refers to the treatment that an individual receives as decisions are made
and can be promoted by providing explanations for decisions and delivering the news with
sensitivity and respect (Bies&Moag, 1986). A construct validation study by Colquitt (2001)
suggests that interactional justice should be broken into two components: interpersonal and
informational justice. Interpersonal justice refers to perceptions of respect and propriety in
one‟s treatment while informational justice related to the adequacy of the explanations given in
terms of their timeliness, specificity, and truthfulness.
Interpersonal justice “reflects the degree to which people are treated with politeness, dignity, and
respect by authorities and third parties involved in executing procedures or determining
outcomes”
Informational justice “focuses on explanations provided to people that convey information about
why procedures were used in a certain way or why outcomes were distributed in a certain
fashion”
Proposed models of organizational justice==== Three different models have been proposed to
explain the structure of organizational justice perceptions including a two factor model, a three
factor model, and a four factor model. Many researchers have studied organizational justice in
terms of the three factor model (e.g., DeConinck, 2010; Liljegren& Ekberg, 2010) while others
have used a two factor model in which interpersonal justice is subsumed under procedural justice
while yet some other studies suggest a four factor model best fits the data (Colquitt, 2001).
Greenberg (1990) proposed a two-factor model and Sweeney and McFarlin (1993) found support
for a two-factor model composed of distributive and procedural justice. Through the use of
structural equation modeling, Sweeney and McFarlin found that distributive justice was related
to outcomes that are person-level (e.g., pay satisfaction) while procedural justice was related to
organization-level outcomes (e.g., organizational commitment).
The accuracy of the two-factor model was challenged by studies that suggested a third factor
(interactional justice) may be involved. Bies and Moag (1986) argue that interactional justice is
distinct from procedural justice because it represents the social exchange component of the
interaction and the quality of treatment whereas procedural justice represents the processes that
were used to arrive at the decision outcomes. Generally researchers are in agreement regarding
the distinction between procedural and distributive justice but there is more controversy over the
3. distinction between interactional and procedural justice (Cohen-Charash& Spector, 2001).
Colquitt (2001) demonstrated that a four-factor model (including procedural, distributive,
interpersonal, and informational justice) fit the data significantly better than a two or three factor
model. Colquitt‟s construct validation study also showed that each of the four components have
predictive validity for different key organizational outcomes (e.g., commitment and rule
compliance).
Another model of organizational justice proposed by Byrne (1999) and colleagues (Byrne
&Cropanzano, 2000) 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 that
employees personify the organization and they distinguish between whether they feel the
organization or supervisor have treated them fairly (interactional), use fair procedures
(procedural), or allocate rewards or assignments fairly (distributive justice). A number of
researchers used this model exploring the possibility that justice is more than just 3 or 4 factors
(e.g., Karriker& Williams, 2009).
The role of affect in organizational justice perceptions
One of the key constructs that has been shown to play a role in the formation of organizational
justice perceptions is affect. The precise role of affect HH in organizational justice perceptions
depends on the form of affectivity being examined (emotions, mood, disposition) as well as the
context and type of justice being measured. Affect may serve as an antecedent, outcome, or even
a mediator of organizational justice perceptions.
A recent article (Barksy, Kaplan, & Beal, 2011) provides a model that explains the role of affect
and emotions at various stages of the appraisal and reaction stages of justice perception
formation and illustrates that injustice is generally an affect laden and subjective experience.
Affect and emotions can be part of the reactions to perceived injustice, as studies have shown
that the more injustice that is perceived, the higher degrees of negative emotions are experienced.
In addition, affect can act as a mediator between justice perceptions and actions taken to redress
the perceived injustice. Affect plays this role in equity theory such that negative affective
reactions act as a mediator between perceptions and actions, as emotional reactions to justice
motivate individuals to take action to restore equity.
A recent meta-analysis by Barsky and Kaplan (2007) condenses many studies on this topic and
explains that state and trait level affect can influence one‟s perceptions of justice. The findings of
Barsky and Kaplan show that both state and trait level negative affect can act as antecedents to
justice perceptions. State and trait level negative affect are negatively associated with
interactional, procedural, and distributive justice perceptions. Conversely, positive state and trait
affectivity was linked to higher ratings of interactional, procedural and distributive justice.
Based on the research regarding the central role of affect in justice perceptions, Lang, Bliese,
Lang, and Adler (2011) extended this research and studied the idea that sustained clinical levels
of negative affect (depression) could be a precursor to perceptions of injustice in organizations.
Lang et al. (2011) tested longitudinal cross-lagged effects between organizational justice
4. perceptions and employee depressive symptoms and found that depressive symptoms do lead to
subsequent organizational justice perceptions. Thus, affect can serve as an antecedent to justice
perceptions in this instance.
Antecedents of organizational justice perceptions
Employee participation
One antecedent to perceptions of organizational justice is the extent to which employees feel that
they are involved in decision-making or other organizational procedures. Higher levels of justice
are perceived when employees feel that they have input in processes than when employees do
not perceive that they have the opportunity to participate (Greenberg &Folger, 1983; Bies&
Shapiro, 1988). The opportunity or ability to participate in decision making improves an
individual‟s perceptions of procedural justice, even when the decision is unfavorable to the
individual (Bies& Shapiro, 1988). In addition, other studies have shown that employee input is
related to both procedural and interpersonal justice perceptions (Kernan&Hanges, 2002).
Communication
A second antecedent to organizational justice perceptions is organizational communication with
employees. Communication has been shown to be related to interpersonal and informational
justice perceptions (Kernan&Hanges, 2002). The quality of communication by an organization
or manager can improve justice perceptions by improving employee perceptions of manager
trustworthiness and also by reducing feelings of uncertainty (Kernan&Hanges, 2002). It is
important that the information provided be accurate, timely, and helpful in order for the impact
on justice perceptions to be positive (Schweiger&DeNisi, 1991).
Justice climate
Perceptions of organizational justice can be influenced by others, such as co-workers and team
members. Recent research suggests that team level perceptions of justice form what is called a
„justice climate‟ which can impact individuals‟ own views of justice (Li &Cropanzano, 2009).
Employees working within a team may share their perceptions with one another which can lead
to a shared interpretation of the fairness of events (Roberson & Colquitt, 2005). Research
findings show that individuals can “learn” justice evaluations from team members and these can
lead to homogeneity of justice perceptions within teams, creating a strong justice climate
(Roberson & Colquitt, 2005). Thus, group-level perceptions of justice can be conceptualized as
an antecedent to individuals‟ justice perceptions.
Outcomes of organizational justice perceptions
Employees‟ perceptions of injustice within the organization can result in a myriad of outcomes
both positive and negative. Outcomes are affected by perceptions of organizational justice as a
whole or by different factors of organizational justice. Commonly cited outcomes affected by
organizational justice include trust, performance, job satisfaction, organizational commitment,
5. organizational citizenship behaviors (OCBs), counterproductive work behaviors (CWBs),
absenteeism, turnover, and emotional exhaustion.
Trust
The relationship between trust and organizational justice perceptions is based on reciprocity.
Trust in the organization is built from the employee‟s belief that since current organizational
decisions are fair, future organizational decisions will be fair. The continuance of employee trust
in the organization and the organization continuing to meet the employee‟s expectations of
fairness creates the reciprocal relationship between trust and organizational justice (DeConick,
2010). Research has found that procedural justice is the strongest predictor of organizational trust
(Hubbell &Chory-Assad, 2005; Cohen-Charash& Spector, 2001). A positive relationship
between an employee and supervisor can lead to trust in the organization (Karriker& Williams,
2009).
Performance
The impact of organizational justice perceptions on performance is believed to stem from equity
theory. This would suggest that when people perceive injustice they seek to restore justice. One
way that employees restore justice is by altering their level of job performance. Procedural
justice affects performance as a result of its impact on employee attitudes. Distributive justice
affects performance when efficiency and productivity are involved (Cohen-Charash& Spector,
2001). Improving justice perceptions improves productivity and performance (Karriker&
Williams, 2009).
Job satisfaction and organizational commitment
Job satisfaction was found to be positively associated with overall perceptions of organizational
justice such that greater perceived injustice results in lower levels of job satisfaction and greater
perceptions of justice result in higher levels of job satisfaction (Al-Zu‟bi, 2010). Additionally,
organizational commitment is related to perceptions of procedural justice such that greater
perceived injustice results in diminished commitment while greater perceived justice results in
increases commitment to the organization (DeConick, 2010; Cohen-Charash& Spector, 2001).
Organizational citizenship behavior
Organizational citizenship behaviors are actions that employees take to support the organization
that go above and beyond the scope of their job description. OCBs are related to both procedural
justice (DeConick, 2010; Cohen-Charash& Spector, 2001; Karriker& Williams, 2009) and
distributive justice perceptions (Cohen-Charash& Spector, 2001; Karriker& Williams, 2009). As
organizational actions and decisions are perceived as more just, employees are more likely to
engage in OCBs. Karriker and Williams (2009) established that OCBs are directed toward either
the supervisor or the organization depending on whether the perception of just stems from the
supervisor or the organization. Additionally, a relationship was found between interpersonal
justice and OCBs; however, this relationship was not mediated by the source of justice
perceptions (Karriker& Williams, 2009).
6. Counterproductive work behaviors
Counterproductive work behaviors (CWBs) are “intentional behaviors on the part of an
organizational member viewed by the organization as contrary to their legitimate interests”
(Gruys and Sackett, 2003, p. 30). There are many reasons that explain why organizational justice
can affect CWBs. Increased judgments of procedural injustice, for instance, can lead to employee
unwillingness to comply with an organization‟s rules (Cohen-Charash& Spector, 2001) because
the relationship between perceived procedural injustice and CWBs could be mediated by
perceived normative conflict, i.e., the extent to which employees perceive conflict between the
norms of their workgroup and the rules of the organization (Zoghbi-Manrique-de-Lara &VeranoTacoronte, 2007). Thus, the more perceptions of procedural injustice lead employees to
perceived normative conflict, the more it is likely that CWBs occur.
Absenteeism and withdrawal
Absenteeism, or non-attendance, is another outcome of perceived injustice related to equity
theory (Johns, 2001). Failure to receive a promotion is an example of a situation in which
feelings of injustice may result in an employee being absent from work without reason. Johns
(2001) found that when people saw both their commitment to the organization and the
organization‟s commitment to them as high, absenteeism is diminished. Additionally,
withdrawal, or leaving the organization, is a more extreme outcome stemming from the same
equity theory principles. Distributive justice perceptions are most strongly related to withdrawal
(Cohen-Charash& Spector, 2001).
Emotional exhaustion
Emotional exhaustion, which related to employee health and burnout, is related to overall
organizational justice perceptions. As perceptions of justice increase employee health increases
and burnout decreases (Liljegren& Ekberg, 2009). Distributive, procedural, and interactional
justice perceptions are able to capture state specific levels of emotional exhaustion which fade
over time; however, overall organizational justice perceptions give the most stable picture of the
relationship between justice perceptions and emotional exhaustion over time (Liljegren&
Ekberg, 2009).