The Fair Process Effect On Society

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Managers are often confused when employees complain that work decisions are unfair even when the decision process is clear, objective, unbiased, and honest. Employees may not like the decision outcome, but claiming an outcome is unfair when it would be considered very fair by normative standards seems to defy logical explanation, especially since many justice studies have found evidence that fair procedures tend to ameliorate negative reactions to unfavorable outcomes. This evidence is often referred to as the fair process effect (Folger, Rosenfield, Grove & Corkran, 1979), and it is quite robust. However, what are the conditions under which the fair process effect will not work? That is the subject of this paper, and we will present a…show more content…
The present study contributes to the literature by continuing this stream of research on attribution and self-relevant variables within the justice realm. In addition, it proposes and tests a new model of justice that combines self-threat theory (Campbell & Sedikides, 1999) and the group identification component in several justice theories. Literature Review Traditional justice theories such as the instrumental (Lind & Tyler, 1988), relational (Tyler & Lind, 1992) and group engagement (Tyler & Blader, 2003) models are based on self-focused issues such as protecting the self in the long term and enhancing self-identity within a group, but do not account for attributions in making justice judgments. Referent cognitions theory (Folger, 1986) and fairness theory (Folger & Cropanzano, 2001) include attributions for the decision-maker, but do not address issues of self-threat other than saying the attributional process is triggered when unfavorable outcomes are received. Uncertainty management theory (Lind & Van den Bos, 2002) suggests that perceptions of justice become more influential under conditions of uncertainty, a potential form of self-threat if the individual is uncertain about the work environment, but it does not address attributions for the outcome. The role of attributions in organizational justice has also been
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