Question

A note on credible sources:

Credible sources are those whose reputation is widely respected and verifiable, such as McShane, Canadian Organizational Behaviour.

Case Seven   Equity                                                                                                           

In this case, we are dealing with the rumour of a potential union organizing drive in an organization that has been traditionally non-union.  You, the Management Consultant, has been hired to assist the organization with positioning itself to positively deal with this matter.

One of the key topics being argued is the notion that a union would provide Third Party Review of Management decision making through a mandatory Grievance/Arbitration process.   This is attractive to employees because it provides an element of fairness in the workplace.

Think about what you could advise the company to consider under these circumstances so that employees don’t feel a union is necessary and answer the following questions:

1. How would the notion of procedural justice assist in this endeavour?
2. How would you recommend this notion be implemented?
3. How would the notion of distributive justice assist in this endeavor?
4. How would you recommend this notion be implemented?

Answer 1

Ans : Procedural justice affects how decisions are made and policies are established. It is based on the premise that the most fair and respectful decision will be made. Procedural justice is also concerned about creating policies and procedures that take all perspectives and concerns into consideration. It is 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 .

Concerning this endeavor I appreciate the Management Consultant, who has been hired to assist the organization with positioning itself to positively deal with this matter.

Managers resolve disputes in organizations, comparing a typology of managerial third-party dispute-resolution behavior drawn from prior research to the behavior of management students playing third parties in dispute-resolution simulations. We evaluated the third parties' behavior against standard measures of procedural and distributive justice, making this the first study of managerial dispute-resolution behavior that investigates the relationships among third-party behavior, the type of resolution achieved, and perceptions of justice.

Managers are often called upon to resolve disputes. Their formal organizational authority, expertise, and interpersonal skills make them logical third parties to whom disputants can turn when they cannot handle a dispute themselves. But unlike third parties such as judges and arbitrators, managers acting as third parties do not have well defined third party roles and procedures.

Though the lines of decision making authority may determine who acts as a third party when a dispute occurs, the actual procedures for handling disputes and the role chosen are left to the discretion the individual manager involved.

The nature of situation, a manager’s personal preferences for dispute resolution procedures, and lack of knowledge of alternative ways to handle disputes may all dictate a managers choice of third party role. As in legal settings the role a third party plays may affect the type of resolution achieved as well as the disputants perceptions regarding the fairness of the dispute resolution procedure and its outcome, the ease with which the settlement terms are implemented .

One of the simplest principles of distributive justice is that of strict, or radical, equality. The principle says that every person should have the same level of material goods (including burdens) and services.

The term distributive justice refers to fairness in the way things are distributed, caring more about how it is decided who gets what, rather than what is distributed. In modern society, this is an important principle, as it is generally expected that all goods will be distributed throughout society in some manner.

Distributive justice is a concept that addresses the ownership of goods in a society. It assumes that there is a large amount of fairness in the distribution of goods. Equal work should provide individuals with an equal outcome in terms of goods acquired or the ability to acquire goods

The experiment presented here provides evidence that, in the presence of first possession and inequality, the degree to which a third-party re-distributor honors preexisting entitlements is bounded. Using a third-party redistributive task, the design examines how impartial decision makers redistribute the income of an advantaged stakeholder to a disadvantaged stakeholder. The results show that redistribution significantly decreases when entitlements to income are legitimized either by having an endowed stakeholder earn the right to his advantageous position or by having him earn his income. When both rights and income are earned, however, redistribution does not decrease further.