Procedural justice

The selection of research subjects needs to be scrutinized in order to determine whether some classes (e.g., welfare patients, particular racial and ethnic minorities, or persons confined to institutions) are being systematically selected simply because of their easy availability, their compromised position, or their manipulability, rather than for reasons directly related to the problem being studied. Finally, whenever research supported by public funds leads to the development of therapeutic devices and procedures, justice demands both that these not provide advantages only to those who can afford them and that such research should not unduly involve persons from groups unlikely to be among the beneficiaries of subsequent applications of the research. 

Tangirala, S., Ramanujam, R. (2008). Employee silence on critical work issues The cross-level effects of procedural justice climate. Personnel Psychology, 61, 37-68. 

Blader, S. L., Tyler, T. R. (2009). Testing and extending the group engagement model Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94(2), 445 64. 

Roesch, R., Grisso, T., 8c Poythress, N. G. (1986). Training programs, courses, and workshops in psychology and law. In M. F.Kaplan (Ed.), The impact of social psychology on procedural justice (pp. 83-108). Springfield, Illinois Charles C Thomas. 

Moorman, R H., Niehoff, B. P., and Organ, D. W. (1993), "Treating employees fairly and organizational citizenship behavior Sorting the effects of job satisfaction, organizational commitment and procedural justice," Employee Responsibilities and Rights Journal, 6 (3), 209-25. 

Tyler, T.R., Blader, S.L. Cooperation in groups Procedural justice, social identity and behavioral engagement. Psychology Press (2000)... 

Procedural justice Fairness of decision-making processes... 

Procedural Justice Leader-Member Exchange Leadership Credibility Perceived Organizational Support... 

Among the problems to which these leaders are blind are the very unpredictability of their own behavior and the resultant erosion in trust between leaders and followers. These developments are detectable with the Organizational Culture Diagnostic Instrument (see chapter 3) they show up as adverse changes in the OCDI dimensions of procedural justice (team members see the leaders behavior as unfair and untrustworthy), perceived organizational support (of team members by their leaders), and upward communication (by team members to their leaders about unsafe acts). The hazards and costs of cognitive bias thus often run deep in both the administrative and clinical chains of command in the healthcare organization. 

Are there traditions and systems for the detection and blame-free exploration of biases and errors, and for sharing lessons learned These cultural attributes and practices are fostered by a strong transformational leadership style (see chapters 4 and 5) and reflected in high scores on the OCDI s four organizational dimensions (procedural justice, perceived organizational support, leader-member exchange, leadership credibility). 

Procedural justice Leader-member exchange Leadership credibility... 

Management Credibility Bereaved Organizational Support Upward Communication Leader-Member Exchange Procedural Justice... 

Robert H. Moorman, Gerald L. Blakely, and Brian P. Niehoff, "Does Perceived Organizational Support Mediate the Relationship between Procedural Justice and Organizational Citizenship Behavior " Academy of Management Journal, 41 (1998) pp. 351—357. 

Steve Williams, "The Effects of Distributive and Procedural Justice on Performance," The Journal of Psychology, 133 (1999) pp. 183-193. 

Naumann, S.E., Bennett, N. (2000). A Case for Procedural Justice Climate Development and Test of a Multilevel Model. Academy of ManagementJournal, 43, 881-889. 

Yang, J., Mossholder, K.W., Peng, T.K. (2007). Procedural Justice Climate and Group Power Distance An Examination of Cross-Level Interaction Effects. The Journal of Applied Psychology, 92(3), 681-692. 

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