Organizational Politics, Justice, and Support: Managing the Social Climate of the Workplace

By Russell S. Cropanzano; K. Michele Kacmar | Go to book overview

solo takes up the issue of performance more broadly. Fasolo argues that support and justice not only benefit the employee--they benefit the organization. Support and fairness promote effective work behavior. As such, organizations should embrace a positive work climate out of an enlightened self-interest.


NOTE
1.
Most scholars agree that there are at least two types of justice: distributive and procedural (see Greenberg, 1990a). Distributive justice refers to the perceived fairness of a given set of outcomes. In an organizational context, such outcomes might include pay level and promotional opportunity. Procedural justice refers to the perceived fairness of the means or process by which such outcomes are allocated. For example, fair procedures use accurate information, provide for appeals, and so forth. Both types of justice are significant, and both will be discussed in this book. However, the available evidence seems to suggest that fair procedures are more important for maintaining institutional loyalty ( Gordon & Fryxell, 1993; Lind & Tyler, 1988), circumscribing political activity ( Folger et al., 1992; Folger & Cropanzano, forthcoming), and building worker trust in management ( Folger & Konovsky, 1989; Konovsky & Pugh, 1994). Given these considerations, and in the interest of brevity, this chapter will be limited to procedural fairness.

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