What is a sense of organizational fairness, and what is organizational fairness?

The sense of organizational fairness is the sense of fairness of the organizational systems, policies and measures related to the interests of individuals within the organization or unit; The sense of social justice is based on different classes, industries and industries.

Occupation. and other characteristics to divide the sense of fairness of the population. Equity in organizations can also be divided into two levels:

The first level is the objective state of organizational fairness. At this level, people can continuously improve and develop various organizational systems, and establish corresponding procedures and measures to achieve organizational fairness, but absolute and ultimate organizational fairness is difficult to achieve. The second level is the sense of organizational fairness, that is, the subjective feeling of the members of the organization about the fairness of the organization.

There is a connection, but there are differences. If a "fair system" is not recognized and accepted by employees, its influence on employee behavior cannot be fully exerted. Thus, from organizational behavior.

From the perspective of the organization's fairness, it is more important to the fairness problem, and it is actually mainly the sense of organizational fairness.

Performance management emphasizes the consistency of organizational goals and individual goals, and emphasizes the simultaneous growth of organizations and individuals, forming a "win-win" situation; The sense of organizational fairness is the sense of fairness of the organizational systems, policies and measures related to the interests of individuals within the organization or unit; Performance management embodies the idea of "people-oriented", and requires the participation of managers and employees in all aspects of performance management. The main body of organizational fairness emphasizes the psychological feelings of individuals in the organization.

The functions are as follows: 1. Clarify indicators and enhance recognition.

2. Judgment is fair (relative).

3. Reduce disputes and avoid complaints.

4. Clear rewards and punishments.

1. Attractive target valence and high expectations are the prerequisites for employees to work hard

When developing incentives for employees, it is important to consider that the incentives are attractive to employees, and if they are not attractive, they will not achieve the effect of incentives.

2. Ability matching and clear goals are the prerequisites for employees to strive to improve performance

3. Organizational credit and performance evaluation are the prerequisites for work performance to bring organizational rewards

If the organization has no credit, the promised matters can not be fulfilled, or the performance of employees cannot be evaluated fairly, so it is possible to bring organizational rewards that cannot be fulfilled, so the organization's commitment and performance evaluation are accurate and effective is the premise of the organizational reward brought by the improvement of work performance.

If there is no fair and just performance evaluation system, the performance of employees cannot be affirmed, and naturally they will not be rewarded by the organization. The performance evaluation system must be able to identify the behavior expected by the organization and give a fair and equitable evaluation, otherwise it will also reduce the expectations of employees and affect the motivation of employees.

4. Effective incentives and feeling fair are the prerequisites for organizational rewards to bring employee satisfaction

Gain fairness through your own efforts.

1. Fairness of work ability.

Many times the unfairness is actually correct, and what you think is fair is unfair.

This is precisely because I did not recognize my own ability, or I did not show my ability and effort to the leader at work.

At this time, we need to reflect on ourselves, find out the objective reasons, colleagues are doing better than ourselves, and we still need to learn which aspect to surpass him, in order to make ourselves more competitive.

After a period of time, we must learn to summarize ourselves, find out the problems existing in the work, make plans, and also take them to the leaders for review and review, and put forward different profiles, which not only improve ourselves, but also let the leaders have a different understanding of themselves.

2. Fairness in interpersonal relationships.

Fairness comes from one's own strength, and the strength here is not only the ability to work, but also the ability to interpersonal.

For example, some people think that they can be praised and favored by leaders if they work hard, and they think that having a good relationship with leaders is a round and round talk, but in fact, this is a wrong idea, or an immature view.

Everyone needs respect, and so does leadership. Everyone will subconsciously favor relatives and friends, which is a normal psychological manifestation. Therefore, building a good relationship with the leader is also a way to achieve fairness.

It is mainly from two levels: the objective state of organizational fairness and the subjective feelings of members in the organization for organizational fairness.

The objective state of organizational fairness: At this level, people continuously improve and develop various organizational systems and establish corresponding policies and measures to achieve organizational fairness. The subjective feeling of the members of the organization about the fairness of the organization: that is, the sense of the fairness of the organization.

There is a connection between the two levels, but there are also differences. Because it is difficult to achieve absolute organizational fairness, and if a "fair system" is not recognized and accepted by employees, its influence on employee behavior cannot be fully exerted. Therefore, from a histological point of view, the sense of organizational fairness is more recognized by practical research.

The sense of organizational fairness refers to the fair feeling of the people in the organization or unit about the organizational system, policies and measures related to personal interests; On the other hand, the sense of social fairness is based on the characteristics of different classes, industries, and occupations.