Procedural Fairness: How Employees Evaluate Procedures
Lissak, Robin Itzchak
This item is only available for download by members of the University of Illinois community. Students, faculty, and staff at the U of I may log in with your NetID and password to view the item. If you are trying to access an Illinois-restricted dissertation or thesis, you can request a copy through your library's Inter-Library Loan office or purchase a copy directly from ProQuest.
Permalink
https://hdl.handle.net/2142/69636
Description
Title
Procedural Fairness: How Employees Evaluate Procedures
Author(s)
Lissak, Robin Itzchak
Issue Date
1983
Department of Study
Psychology
Discipline
Psychology
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Psychology, Industrial
Abstract
Five studies, one laboratory experiment and four field studies, that examine the effects of variation in resource allocation procedure, enactment and outcome on procedural and distributive fairness judgments are reported. The laboratory study tested these effects on the reactions of subjects in a business simulation. Subjects who were given the opportunity to present information in a resource allocation situation evaluated the procedure and the outcome they were awarded more favorably than subjects who were not given this opportunity. Subjects who were awarded positive outcomes also evaluated the procedure and their outcomes more favorably than subjects who were awarded a negative outcome. Field studies 1 and 2 examined the effects of variation in procedures that are used to allocate resources to soldiers in the Canadian Forces. These studies demonstrate the external validity of the results of the laboratory experiment. Members of the organization who were allowed to present information that was relevant to their evaluations in these two studies were more satisfied with the procedures and their outcomes than members of the organization who could not supply this information. Field studies 3 and 4 demonstrated that organizations cannot institute fair resource allocation procedures without concern for the way the procedures will be enacted or used by their members. Individuals who reported that procedures were conducted in some manner other than that specified evaluated the procedures more in terms of their outcomes than individuals who reported that the procedures were enacted according to regulations. These studies disconfirm a major theory of procedural fairness judgments that predicts that these evaluations are determined solely by the outcomes that are awarded to individuals. These studies provide strong support for two theories that consider both procedures and outcomes to be determinants of procedural fairness judgments. The practical applications of this research and its implications for further research in Industrial/Organizational psychology are also discussed.
Use this login method if you
don't
have an
@illinois.edu
email address.
(Oops, I do have one)
IDEALS migrated to a new platform on June 23, 2022. If you created
your account prior to this date, you will have to reset your password
using the forgot-password link below.
