The positive attitude with the remaining employees. Interaction justice

The organization justice theory explains the
perceptions and beliefs of organizational citizenship behaviors, organizational
commitment, job satisfaction, and job performance (Cohen-Charash & Spector,
2001). The three components of the organizational justice theory are
procedural, distributive, and interactional (Cropanzano, Bowen, &
Gilliland, 2007). Each component has a different effect on employees and the
perception of justice within an organization. The three components of the
organizational justice theory help determine commitment to the organization,
satisfaction with the job, and performance of the job (Cohen-Charash &
Spector, 2001). Procedural justice explains the formal allocation of processes.
Distributive justice explains the distribution of work among employees and the
appropriateness of the outcomes. Interactional justice explains the treatment
employees receive from organizational leaders. The concern with procedural
justice is an employee’s perception of the fairness an organization has with
procedures. When a downsizing occurs, employees experience a change in the
methods and procedures used to complete job-related tasks (Beylerian &
Kleiner, 2003). Negative attitudes may begin to form if employees perceive
unfair decision-making. To avoid voluntary turnover during a downsizing,
organizational leaders should keep up communication throughout the process and
make sure the workload remains balanced (Hopkins & Weathington, 2006).
The concern with distributive justice is the fairness in the
workload. As the downsizing occurs in an organization, many employees begin to
leave. The remaining employees have to take on new duties and responsibilities
in addition to the current duties and responsibilities. Employees begin to form
negative perceptions of distributive justice if one employee receives more work
than another employee does. Organizational leaders should make sure to keep the
workload distribution as even as possible to keep a positive attitude with the
remaining employees.
Interaction justice helps describe how the immediate
supervisor of an employee influences organizational justice perceptions more
than any other leadership level. Interactional justice is the social side of
justice and has two facets: interpersonal justice and informational justice.
Interpersonal justice refers to the degree of dignity, respect, and sensitivity
employees receive from the immediate supervisor. Informational justice refers
to the degree that knowledge and explanations employees receive from the
immediate supervisor about implemented changes and procedures (Wu, Neubert,
& Xiang, 2007).

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