The article received responded enthusiastically from readers and critics. Why it’s so hard to be fair? ” mentions about a process which can reduce cost and improve employees’ performance: process fairness. What’s process fairness? It refers to people’s perceptions of how fairly they are treated in the course of interacting with another party. (Joel Brockner, 2009).
Process fairness doesn’t ensure that employees will get what they want but it’s sure that they can be heard; and that is all making employees have a positive reaction to company decisions.
Within the broader field of organizational behavior, Professor Brockner is well known for his work in several areas, including the effects of organizational downsizing on the productivity and morale of the “survivors,” management of organizational change, self processes in organizations and managerial judgment and decision making. He teaches the core course Leadership the elective Managerial Decision Making, and he is an active consultant and speaker to companies worldwide. (Brockner)
The article started with the downsizing problem in 2 firms, the article comes with showing obviously the effectiveness not only in reducing cost but also in increasing employees’ performance. When and where the process can be applied is mentioned before deeply analyzing about its benefits. Then the article continues to explain why everybody doesn’t use the process fairness although it has many advantages. The first advantage by applying process fairness is firms could spend a lot less money and still have more satisfied employees.
The Research paper on Case Study In Organizational Behavior Employee Motivation part 1
Case Study in Organizational Behavior, Employee Motivation (1) Nowadays, it is practically impossible to guarantee commercial institution staying competitive, on the part of those who are responsible for designing employment policies, unless they understand how to motivate workers. Long gone are the times when good salary alone served as the best incentive, when it would come to increasing ...
By giving the examples on the 2 companies, the studies have showed how effective the process fairness is. Companies can reduce their cost from high compensation, cut down employees’ thief and turnover as well as possibly release them from their stress. Moreover, process fairness can prevent absences of employees due to discouragement. They know what and why such thing is going in the company, therefore, they tend to support rather than merely comply with those decisions. Fair Process is a performance booster was another reason that managers should consider using it.
This form of value is less tangible than direct reduction of expense, but it affects the bottom line nonetheless. Process fairness is not only minimizing costs but also help to increase value, inspiring operational employees. The process helps to create creativity and innovation in their works, hence, it is the consequence of employees’ satisfaction. Operational autonomy is an extreme version of process fairness that sometime doesn’t come from money. As a matter of fact, process fairness is known as strategic fitness process (STP).
When Joel Brockner worked with the CEO and bank’s operational managers of a financial institution several years ago, he learned the gap between the CEO and his employees. The managers felt that the CEO and senior executives failed to appreciate the magnitude of the change they were asking for. They simply wanted the top to recognize their difficult situation. By applying process fairness, it helped the senior executives create a trusting environment in which managers felt they could safely speak out their true opinions.
That enabled senior managers not only to respond to the root problems but also to gain their employees’ commitment. Although Fair Process has shown its many advantages but not much companies have been using it. The question is: why doesn’t everybody use it? Actually, managers are aware of it but they don’t really have any action instead of just being wishful and self-serving-thinking. Some believe that tangible resources are more meaningful to employees than being treated decently. Others argued that benefits weren’t obvious.
The Term Paper on Country Manager Managers People Employees
Maslow's Hierarchy of Needs connected with people's employees in their work and in management Composition 1010/53 Ms. L. WazirLisa Jirkovsky 21. November 2004 TABLE OF CONTENT 1 Introduction 32 Motivation 42. 1 Role of Managers in Motivating Employees 42. 2 Employee Motivation 63 Abraham Maslow 84 Hierarchy of Needs 9' 9 Physiological needs 104. 1 Safety needs 114. 1. 1 sexual harassment 114. 2 ...
Moreover, some managers desire to avoid uncomfortable situations when spending time and explaining some tough cases; and some are afraid of that it will weaken their power. These above arguments were the reasons that managers gave to explain their difficulties in applying the process. After spending so many years in studying Psychology, Professor Joel Brockner could completely understand the discomfort that managers experienced. When senior managers made them selves more accessible to their workforce, employees reacted positively and the organization developed a renewed sense of purpose.
In order to have good process fairness in firm, managers need to be educated and forewarned about this. When practicing process fairness, managers might experience negative emotions and they need to be warned about this. Studies have shown that people can tolerate negative emotions more easily when they expect them. In addition, they’d better to be trained, not once but repeatedly, how to do the process fairness. It is important for trainees to maintain both optimistic and realistic. Optimistic can be generated by focusing on the outcomes.
Executives have to understand that they need not only to be fair but also to be seen as fair. Lastly, managers need to keep in mind that in order to gain employees’ commitment they need to make process fairness a top priority. When senior manager make them selves available for honest two-way communication, treating people’s concern with respect, involving people in decision making; the practice of process fairness will spread with an incredible speed through out the organization. The article presents a way to reduce cost and be more effective for firm especially in case of bad news need to be released.
However, the process and its effectiveness are only based on theories and personal experiences. In my opinion, it’s good to have process fairness but that’s not enough. How employees react with certain situation and how enthusiastic they are, depend mainly on their motivation. Fair process can be considered as one factor that influences on people motivation. On the other hands, it’s not always effective because everyone has his/her own perspective and trying to explain or to make him/her understand the revealing reasonableness in managers’ ideas sometime useless.
The Term Paper on Why Do People Make Mistakes?
People make errors all the time. Usually our errors are slight, like typos on the keyboard, and are easily correctable. Other times, our errors are a result of unwise practices, like tailgating on a slippery highway, and can be more consequential. Understanding why people make mistakes has been of scientific interest for many years and though scientists have been successful in developing theories ...
