Leader Decision Making: Balancing Company Needs Versus Employee Needs
Leader decision making is an important topic that affects all organizational leaders. Leaders are often faced with unique challenges that test their abilities to manage diverse teams and situations. They are forced to make hard choices involving satisfying the needs of the organization and those of the employees, which can sometimes cause conflict.
For example, supervisors want to treat all their employees equally, but also find ways to identify the employees’ individual strengths as well as optimize them for the organization without showing favoritism. Or perhaps leaders want to increase morale by having an interpersonal relationship with their staff, but worry that getting close will make employees lose respect for them or their position. Supervisors may always want to allow staff to be autonomous in the work they do, but also need to ensure they maintain a level of productivity in order to meet and exceed organizational standards.
When Does Job Security Affect Job Performance?
Job security has rapidly decreased as a result of the global economic downturn and financial crisis. In a recent survey, employees ranked job security as the greatest contributing factor to job satisfaction. However, because job insecurity is unavoidable in the current situation, organizations need to understand the conditions under which employees can remain engaged at work and how negative responses to job insecurity can be reduced.
The Dark Side of Procedural Justice: When Being Fair Isn’t Enough
A common belief in the workplace is that if managers make decisions in a fair way (procedural justice), then employees will be happier and organizational outcomes will be positive. Both the research literature and common sense indicate that managers should be fair, but a recent study by Khan, Quratulain, and Bell (2014) suggests that being fair may not be enough. It appears that fairness doesn’t always lead to good behavior by employees.
Lack of Supervisor Justice Leads to Team Cohesiveness
Supervisor justice sounds like a good thing, and it is. This term refers to leaders who treat their employees fairly, and when speaking specifically about interpersonal justice, it means that they treat their employees with dignity and respect. Past research has highlighted the positive outcomes that occur when supervisor justice is at a high level, for example, employees will be more committed to the organization. However, a new study (Stoverink, Umphress, Gardner, & Miner, 2014) found the opposite. When supervisor justice is perceived to be lacking, there could be a positive benefit for employees who work on teams.
How Leadership Styles and Fairness Can Help Increase Job Performance
Stress is an inevitable part of working life within any organization. Every employee encounters different types of stressful situations, which ultimately shape our attitudes towards, and perceptions of, the organization we work for. The authors of “It’s Not Fair….Or Is It? The Role Of Justice And Leadership In Explaining Work Stressor-Job Performance Relationships” proposed that people encounter two types of stress in the workplace, which includes challenge stressors and hindrance stressors.
With OCBs and Justice For All (IO Psychology)
Topic: Organizational Justice, Teams, Citizenship Behavior, Performance Appraisal
Publication: Journal of Applied Psychology (NOV 2012)
Article: Examining Retaliatory Responses to Justice Violations and Recovery
Attempts in Teams
Authors: J.S. Christian, M.S. Christian, A.S. Garza, A.P.J. Ellis
Reviewed By: Ben Sher
Should managers deal fairly with their employees? Well yes, of course, if they are concerned about being nice people or perhaps want to be told the correct location of the
holiday party. But what if managers are only concerned with bottom-line organizational effectiveness, profit, and ruthless getting-ahead in life? For these types, research by
Christian, et al. (2012) has shown that treating employees unfairly can lead to certain negative workplace outcomes.
Why Should Managers Care about Being Fair? (Human Resource Management)
Topic: Fairness, Organizational Justice, Organizational Performance
Publication: Journal of Applied Psychology
Article: Fairness at the collective level: A meta-analytic examination of the
consequences and boundary conditions of organizational justice climate.
Authors: Whitman, D. S., Caleo, S., Carpenter, N. C., Horner, M. T., and Bernerth, J.
Reviewer: Neil Morelli
Organizational justice, or how fairly an organization treats its workers, is a big deal to employees. To an individual employee, organizational justice helps determine his or her attitude about the job and as well as his or her productivity. But this perception doesn’t exist in a vacuum. Because this perception is often shared with co-workers and team members, called justice climate, Whitman and his co-authors conducted a meta-analysis to summarize and clarify how organizational justice climate exists at the team (unit) level and can influence team effectiveness.
When It Comes to Employee Health, More than an ‘Apple a Day’ is Needed (IO Psychology)
Topic: Health & Safety, Organizational Justice, Fairness, Burnout, Stress
Publication: Journal of Applied Psychology (2012)
Article: Perceived Unfairness and Employee Health: A Meta-Analytic Integration
Authors: Robbins, Jordan M.; Ford, Michael T.; Tetrick, Lois E.
Reviewed By: Lauren A. Wood, M.S.
Practitioners and employers alike have expressed concern around the effects of poor employee heath. When employees are not well, the organization can not only incurs costs due to direct medical expenses, but can also pay for poor employee health in the form of absenteeism, decreased productivity and moral, and even turnover.
Are cognitive ability tests insulting your applicants? (IO Psychology)
Topic: Organizational Justice, Fairness, Interviewing, Assessment, Selection
Publication: Personnel Psychology (WINTER 2011)
Article: Status and organizational entry: How organizational and individual status affect justice perceptions of hiring systems
Authors: Sumanth, J. J., & Cable, D. M.
Reviewed by: Alexandra Rechlin
It is well known in the field of IO psychology that cognitive ability tests are very predictive of employee performance. However, applicants often see them as unfair and do not like taking them; more informal and much less valid methods (like informal interviews) tend to be preferred by applicants. In this study, Sumanth and Cable (2011) investigated the effect that the status of the organization and the career status of the applicant would have on applicants’ perceptions of the selection system’s fairness.
How Employees Really Feel about Workplace Romances
Topic: Organizational Justice, Sexual Harassment
Publication: Journal of Business and Psychology (DEC 2009)
Article: Workplace romance: A justice perspective
Authors: N. Cole
Reviewed By: Benjamin Granger
Workplace Romances(WRs) are a fact of life. Some statistics suggest that as many as 40% of employees report having had a WR at some point in their careers. Though organizations are often concerned about the potential performance and legal ramifications of in-house WRs, general attitudes toward WRs appear to be changing; employees are much less secretive about WRs than they have been in the past.