Why It's So Hard to Be Fair  

Oleh:

Brockner, Joel

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 84 no. 3 (Mar. 2006)
Topik: fairness; change management; communication in organizations; corporate culture; creativity; decision making; employee attitude; employee morale; employee training; fair process; innovation; organizational behaviour; organizational change; overseas employment; work environment

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.30 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When employees believe they are being treated fairly - when they feel heard, when they understand how and why important decisions are made, and when they believe they are respected - their companies will benefit. Research shows that practicing process fairness reduces legal costs from wrongful - termination suits, lowers employee turnover, helps generate support for new strategic initiatives, and fosters a culture that promotes innovation. What's more, it costs little financially to implement. Yet, few companies practice it consistently. Joel Brockner examines this paradox, exploring psychological and other reasons that cause managers to resist embracing process fairness. The fact that it's relatively inexpensive to implement, for instance, may be why some numbers - oriented executives undervalue it. Many managers believe that they practice process fairness, but 360 - degree feedback tells another story. Some corporate policies actually undermine it - such as when the legal department won't let managers fully explain decisions for fear that disclosure could expose the firm to lawsuits. And, frequently, managers simply follow the all - too - human tendency to avoid uncomfortable situations. But the good news is that organizations can take concrete steps to promote greater process fairness. Many studies have shown that training programs make a big difference, and the author describes the most effective format. In addition, warning your managers that they may experience negative emotions when practicing fair process helps prepare them to cope with those feelings. Finally, role modeling fair process on the executive level helps spread the practice throughout the organization. The fact is, process fairness is the responsibility of all executives, at all levels, and in all functions ; it cannot be delegated to HR. The sooner managers realize that and work to make it a company norm, the better off the organization will be.

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