Organizational Behavior and Work
Organizational Behavior and Work
Pre- Course Assignment
Le Tuan Nam
Master of Science (Finance)
Intake 15
Student No: 12256422
Dr. Emily Chua & Prof. Pat Gibbons
12th November 2012
(1000 words)
Joel Brockner is the Philip Hettleman Professor of Business at Columbia Business School in New York. He wrote the article on “Why it’s so hard to be fair” in 2006 and was published by Harvard Business review. The article received responded enthusiastically from readers and critics. "Why it 's so hard to be fair?" mentions about a process which can reduce cost and improve employees ' performance: process fairness.
What’s process fairness? It refers to people’s perceptions of how fairly they are treated in the course of interacting with another party. (Joel Brockner, 2009). Process fairness doesn 't ensure that employees will get what they want but it 's sure that they can be heard; and that is all making employees have a positive reaction to company decisions.
Within the broader field of organizational behavior, Professor Brockner is well known for his work in several areas, including the effects of organizational downsizing on the productivity and morale of the "survivors," management of organizational change, self processes in organizations and managerial judgment and decision making. He teaches the core course Leadership the elective Managerial Decision Making, and he is an active consultant and speaker to companies worldwide. (Brockner)
The article started with the downsizing problem in 2 firms, the article comes with showing obviously the effectiveness not only in reducing cost but also in increasing employees ' performance. When and where the process can be applied is mentioned before deeply analyzing about its benefits. Then the article continues to explain why everybody doesn 't use the process fairness although it has many advantages.
The first advantage by applying process fairness is firms could spend a lot less money and still have
Pre- Course Assignment
Le Tuan Nam
Master of Science (Finance)
Intake 15
Student No: 12256422
Dr. Emily Chua & Prof. Pat Gibbons
12th November 2012
(1000 words)
Joel Brockner is the Philip Hettleman Professor of Business at Columbia Business School in New York. He wrote the article on “Why it’s so hard to be fair” in 2006 and was published by Harvard Business review. The article received responded enthusiastically from readers and critics. "Why it 's so hard to be fair?" mentions about a process which can reduce cost and improve employees ' performance: process fairness.
What’s process fairness? It refers to people’s perceptions of how fairly they are treated in the course of interacting with another party. (Joel Brockner, 2009). Process fairness doesn 't ensure that employees will get what they want but it 's sure that they can be heard; and that is all making employees have a positive reaction to company decisions.
Within the broader field of organizational behavior, Professor Brockner is well known for his work in several areas, including the effects of organizational downsizing on the productivity and morale of the "survivors," management of organizational change, self processes in organizations and managerial judgment and decision making. He teaches the core course Leadership the elective Managerial Decision Making, and he is an active consultant and speaker to companies worldwide. (Brockner)
The article started with the downsizing problem in 2 firms, the article comes with showing obviously the effectiveness not only in reducing cost but also in increasing employees ' performance. When and where the process can be applied is mentioned before deeply analyzing about its benefits. Then the article continues to explain why everybody doesn 't use the process fairness although it has many advantages.
The first advantage by applying process fairness is firms could spend a lot less money and still have
Bibliography: • N., N. (n.d.). How to motivate your problem people. . Retrieved 11 10, 2012, from http://www.ncbi.nlm.nih.gov/pubmed/12545923 • Nicholson, N • Brockner, J. (2006). Why it 's so hard to be fair. Harvard Business Review, 84(3), 122-129.