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Chapter 11
Fairness and Diversity in the
Workplace
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Module 1: Fairness
• Justice & fairness used to characterize an
event or an exchange relationship
• Trust is a belief in how a person or
organization will act on some future
occasion
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Trust
• Can be undermined by 1) Unmet
expectations; 2) Leader behavior; 3)
Technology
• Extremely hard to rebuild
– Negative events are more visible & memorable
– Greater weight is given to negative events
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Organizational Justice
• Includes considerations of
organizational procedures, outcomes,
& interpersonal interactions
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Types of Justice
Figure 11.1
Types of Justice
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Distributive Justice
• Perceived fairness of allocation of outcomes
or rewards to organizational members
• Definitions of what is “fair”
– Merit or equity norm
– Need norm
– Equality norm
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Procedural Justice
• Perceived fairness of process by which
rewards are distributed
• Voice: Having possibility of
influencing or expressing an objection
to a process or outcome
• Impact on layoffs & self-esteem
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Interactional Justice
• Sensitivity with which employees are
treated; linked to extent to which
employee feels respected by employer
• Consists of a) informational & b)
interpersonal justice
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Justice vs. Injustice
• Injustice, once experienced, leads to:
•
•
•
•
Retaliation
Reduced effort
Reduced motivation
A lasting impact on attitudes, emotions, & behavior
• Perceptions of justice lead to:
• Extra effort
• Feelings of inclusion
• Feelings of contribution
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Module 2: Practical Implications
of Justice Perceptions
• Performance evaluation
– Feelings of fairness more a matter of procedural
justice
– Feedback process most important determinant
of feelings of fairness
– Shift from performance measurement to
performance management
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Applicant Perceptions of
Selection Fairness
• Research important on applicant reactions
to selection procedures
– Acceptance/rejection of employment offer
– Reputation of organization
– Litigation
• Conclusions based on review of research
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Model of Applicant Decision Making
Rational economic model
Rational psychological model
Person-as-machine
Person-as-scientist
Individual differences model
Organizational fit model
Negotiation process model
Person-as-judge
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The Rejected Applicant
• Rejection letter should supply plausible reason
• Wording of rejection letter can enhance
feelings of justice
• Positive characteristics of rejection letters
– Indicate respect for applicant
– Indicate more than one principle of justice
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Special Case of Affirmative Action
• EEO Philosophy
– All individuals have same opportunity, allowing
success to be dictated by merit
• Affirmative Action
– Provides specific mechanisms for reducing
under-representation of particular demographic
groups
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Affirmative Action (cont’d)
• Affirmative action programs (AAPs) can take
many forms
• Much emotion surrounds
AAPs
– Favored vs. unfavored
employees
• Reactions to AAPs
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Module 3: Diversity
• What does diversity mean?
– Differences in demographic
characteristics, values, abilities, interests,
& experiences
– Diverse workforce = Fact
– Multicultural workforce = Goal
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Dynamics of Diversity
• Relational demography
– Relative makeup of various demographic
characteristics in particular work groups
• Tendency for work groups to seek
homogeneity rather than diversity
– Creates trust
– Enhances communication
– Increases satisfaction, commitment, &
effectiveness
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Dynamics of Diversity (cont’d)
• Group members appear to value
homogeneity because in diverse groups:
1. Others don’t agree with your vision
2. Differences in vision are result of value differences
3. Differences in vision lead to disagreements
4. Differences in expertise lead to disagreement about
methods
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Diversity From Work
Group Perspective
• Group heterogeneity often enhances
creative efforts by widening approaches to
problem-solving
• Although culturally homogeneous work
groups initially perform at higher levels,
heterogeneous work groups become more
effective over time
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Managing Diversity From the
Organizational Perspective
• Ineffective models for diversity
– Assimilation model
– Protection model
• Ideal diversity model
– Value model
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HR initiatives that
support Value Model
1. Recruit specifically with diversity in mind
2. Ensure career development is available for every
member of organization
3. Provide diversity training
4. Seek input from diverse group members
5. Provide support & networks for diverse group members
6. Develop connections to cultural groups in community
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Leadership & Diversity
• Tendency for group homogeneity places
greater burden for managing diversity on
shoulders of group/team leader
– Leaders must remember that each group
member is an individual
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Permissions
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Slide 13: Figure 11.2 from Anderson, N., Born, M., & Cunningham-Snell, N. (2001). Recruitment and selection: Applicant
perspectives and outcomes. In N. Anderson, D. Ones, H. Sinangil, & C. Viswesvaran (Eds.), Handbook of industrial,
work, and organizational psychology, Vol. 1, pp. 200-218; table p. 209, figure p. 213. London: Sage. Reprinted by
permission of Sage Publications Ltd.
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Slide 17: Figure 11.3 from Kravitz, D. A., Klineberg, S. L., Avery, D. R., Nguyen, A. K., Lund, C., & Fu, E. J. (2000).
Attitudes toward affirmative action: Correlations with demographic variables and with beliefs about targets, actions
and economic effects. Journal of Applied Social Psychology, 30, p. 598. Used by permission of Bellwether
Publishing, Ltd.: www.bellpub.com
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