Contemporary Topics HRM Quiz | Toegepaste Arbeids- & Organisatiepsychologie | Thomas More

About 50% of our decisions turn out to be suboptimal.
Fairness in decision-making leads to better performance, less turnover, boosted commitment and trust, more positive and less negative emotions and better overall health.

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Extra-role behavior is taking on more jobs/tasks within your position, outside of your current job description.
By fairness in decision-making, we feel more organizational identification, which leads to psychological engagement, which then leads to behavioral engagement, where we find better general performance and more extra-role behavior

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When we experience unfairness or when we feel like we've been treated unjust, we experience negative emotions, that lead to unhealthy behavior (such as less sleeping, drinking, etc.). That can cause negative bodily reactions and lead to physical and mental illness (i.e. burn-out).

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By focussing on:
1) Distributive justice: How fair is the outcome?
2) Procedural justice: How fair is the procedure?
3) Interpersonal justice: How fair is the treatment?
4) Informational justice: How fair is the communication?

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1) Voice: Are opinions being taken into account? Being heard?
2) Accuracy: Are the decisions based on factual information?
3) Consistenty: Are the decisions being made based on the same criteria every time?
4) Bias-suppression: Are the decisions being made in a neutral manner?
5) Ethicality: Are the decisions made with a moral motive? In an ethical manner?
6) Correctability: Can decisions be undone if necessary?

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Equality is giving everyone a bonus, regardless of their performance (differences). Equal treatment.
Equity is giving those who have better performances a bonus. Fair treatment.

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When distributive justice is low, procedural justice matters. When the outcome isn't to your liking, it's important that it was made in a fair way (based on the 6 criteria of procedural justice).

When 5 people apply for a promotion, and only 1 gets it, 4 people will be dissapointed or mad. So, it's important that the manager can prove to the candidates how the decision was made. The employees' satisfaction (and motivation) after decision-making is very important. The manager needs to be sincere, otherwise the employees won't care to hear the explanation.

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Leader:
- Insights, knowledge and training
- Being Agreeable and Emotionally stable boosts PJ, INF J and INT J
- Self-control and not being exhausted causes more fairness (less depletion)

Organization:
- Centralization lowers procedural fairness so decentralizing decisions can highten it
- Smaller teams boost procedural fairness
- Smaller organizations boost INT J and INF J


Employee:
- Helping others makes leaders treat you more fairly
- Being Agreeable enhances PJ, Int. J and Inf. J.
- Being Conscientious boosts procedural justice

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