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Procedural Justice: Social Science Perspectives

Procedural justice refers to the fairness of the procedures used in decision making. In contrast to distributive justice, which concerns the fair allocation of benefits and burdens (e.g., pay, workload), procedural justice addresses individuals' evaluations of and reactions to the fairness of the procedures used to distribute those outcomes. For example, in a business situation, the concept of procedural justice might be used to analyze the fairness of the process used to make hiring decisions, to evaluate performance, or to decide who will be laid off in a corporate downsizing. This entry examines procedural justice as an element in dispute resolution, allocation of outcomes, and organizational contexts. It also examines the concepts of interactional justice, relational justice, fairness theory, fairness heuristic theory, and uncertainty management theory.

Procedural justice theory in organizational behavior goes back to work in the 1970s that studied how those involved with dispute resolution in legal settings evaluated the fairness of the procedures used for resolving disputes and making decisions. Key to procedural justice at that time was voice, or the amount of input that participants had in the decisionmaking process.

Research indicates that procedural justice is associated with positive attitudinal and behavioral effects. However, violations of procedural justice can lead to negative consequences such as sabotage and lawsuits against the organization. Leadership training in justice principles not only emphasizes the importance of ethics but also contributes to the development of fair human resource procedures.

Dispute Resolution

John W. Thibaut and Laurens Walker were the first to develop the concept of procedural justice. Their research showed that disputants' attitudes were more positive to the extent that disputants were given “voice,” or the opportunity to express their views, and they used the term process control to refer to voice in this sense. Although they focused on the application of the theory in legal settings, it is relevant in nonlegal settings as well. Thibaut and Walker contrasted the legal procedures used in an adversarial system, in which the court functions as an impartial referee between opposing parties, with those used in an inquisitorial system, in which the court participates in the process of gathering information. They found that their research participants preferred the adversarial system, which allows the decision maker only minimal control over the process of evidence gathering and presentation and gives more control to the disputants with respect to the process of evidence gathering and presentation. Thibaut and Walker found that disputants who have an opportunity to provide input into the decisionmaking process are more likely to perceive it as fair. Numerous studies supported their finding that there is a positive relationship between process control and perceived fairness.

Allocation

Gerald S. Leventhal developed a broader model of procedural justice, in which he identified six characteristics that individuals consider when deciding whether a process is fair: consistency, bias suppression, accuracy, correctability, representativeness, and ethicality. Turning from the dispute resolution context to the allocation of benefits and resources, Leventhal and his colleagues argued that procedural justice is an important consideration in allocation decisions. They developed the allocation preference theory, which holds that allocators will favor procedures by which their goals can be achieved, including the achievement of distributive justice. The authors of the allocation preference theory indicate that justice in allocation can be attained through seven components of allocative

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