Question

Q3) Drawing on the fairness theories that we introduced, discuss how managers can build trust and a sense of fairness among employees?

Answer 1

WHAT IS FAIRNESS? What do people mean when they say that they've been treated rightly or wrongly? The theory presumes that the central topic of social justice is the assignment of blame. When people identify an instance of unfair treatment, they are holding someone accountable for an action (or inaction) that threatens another person's material or psychological well-being. If no one is to blame, there is no social injustice. For this reason, the process of accountability, or how another social entity comes to be considered blameworthy, is fundamental to justice. When people ascertain the fairness of someone's actions, they are trying to decide whether to hold that person accountable for those actions.

A good manager is one who treats every person she encounters with respect and fairness. Some suggestions for cultivating your reputation for fairness include:

• Treat everyone you encounter as you would like to be treated.

• A manager who is fair does not play favorites. You don't give anyone all the good jobs, or all the bad jobs, just because of how you feel about them. You treat them as the unique individuals they are.

• When you're being fair, you don't take advantage of others based on your position as the manager. You don't treat someone unfairly just because you can and can get away with it.

• When you follow the rules and apply them equally to everyone, you are being fair. Make sure you apply them to yourself as well. Your "do" must match your "tell," or people will lose trust in you.

• If you sense that the rules are unfair to individuals or groups, cultivate the courage to change the rules. Just be sure that the reason you are changing it really is to increase fairness, not just to justify an outcome that might be better for a favorite. Make sure the new rule is applied equally for all.

• As you assign work, for example, think about whether you are doing it fairly, but also consider how others will perceive it. If you have a rule that everyone in the company has to pay $20 per month for the shared coffee in the lunch room, think about the stock clerk for whom that $20 is a major expense and about the accountant who doesn't drink coffee. Who does this rule affect them and is it fair.

• Be honest with your employees. Tell them why things are done as they are. Tell them why a specific procedure was put in place. Tell them about things you can't tell them, but only if there really is a reason why you can't. When you are honest with them you are treating them equally. You aren't telling them that just because they aren't managers they don't deserve the information. And be honest with yourself too. Look at why you're doing the things you are and in the way you are