Organizational Justice Perceptions in the Process of Nominations to Training Programs

Introduction A manager who deals with his or her employees confront issues of fairness and perceived injustice in the workplace. Any decision a manager takes with respect to the employees is subjected to scrutiny of employees in terms of fairness of the outcomes they receive, be it workload distribution, performance evaluation, nominations for training programs, promotions, transfers, disciplinary actions, grievance handling, pay related matters or any employee benefits and services. Therefore, perception of employees has become increasingly visible in human resource management research. There is research work undertaken to explain the impact of on organizational functioning under the concept of organizational (Greenberg, 1990). It is an effective tool to reduce the feelings of uncertainty and alleviate the level of discomfort (Thau et al., 2007; Judge & Cloquitt, 2004). Initial focus of researchers (Adams, 1965; Deutsch, 1975; Leventhal, 1976) is on distributive Gradually the research moved to procedural (Leventhal, 1980) and then interactional (Bies & Moag, 1986).This paper attempts to find out organizational perceptions of employees in the process of their nominations to various training programs. Literature Review Organizational refers to employees' perceptions of fairness in organizations. It describes the individual's (or group's) perception of the fairness of treatment received from an organization and their behavioral reaction to such perceptions (James, 1993). These perceptions are increasingly being viewed as having both a cognitive and an affective component. They describe and explain the role of fairness as a consideration in the workplace. Fairness has been demonstrated to have effects on various attitudinal and behavioral outcomes (Cohen-Charash & Spector, 2001; Colquitt et al., 2001). Perceptions of unfair treatment lead to lower job performance (Greenberg, 1988), lower morale, higher turnover (Pfeffer & Davis-Blake, 1992), and greater retaliatory behavior towards the organization (Greenberg, 1990). Perceptions of fair treatment, in contrast, lead to higher satisfaction and commitment, reduced intention to quit, and increased the nature of helping behavior in organizations (Cohen-Charash & Spector, 2001; Colquitt et al, 2001). Organizational has taken many forms over the years. Greenberg (1993) has developed a taxonomy that has proven empirically sound and highly useful. Part of Greenberg's taxonomy categorizes organizational into justice and justice. Structural refers to the employees' involvement in the decision-making process and the employer provides a fair distribution of outcomes; whereas social refers to the employees perceiving that the organization shares information openly with them, and they believe that the employer cares about their welfare. The structural and social distinction incorporates both distributive and procedural (Folger & Konovsky, 1989). It also adds an important element of interpersonal interaction--how people are treated on an interpersonal level when an organization institutes its policies and procedures (Bies & Moag, 1986). Organizational is rooted in the social exchange theory that assumes that social relationships are considered as exchange processes in which employees make contributions against which outcomes are expected; and that employees estimate the fairness of these exchanges based on the information they get through social interactions (Mowday, 1991). Organizational is viewed from three dimensions, namely: distributive justice, procedural justice, and interactional The dimension, interactional is made up of two components: interpersonal and informational (Greenberg, 1993). Distributive Justice: Before 1975, the study of was primarily concerned with distributive (Colquitt et al, 2001). …