The managers practice process fairness, their employees work
more productively to increase profits both directly and indirectly. The cost of
being fair is less, but the benefits of being fair are enormous, yet people are
not following fair processes at their organizations. Process fairness is more
likely to gather support for a new strategic initiative and foster a culture of
innovation at the organization
Three drivers of process fairness for the employees
1. Feeling of inclusion with respect to voicing their concerns,
beliefs or suggestions for the decision making the process at their workplace,
and are those suggestions and concerns given due importance or not?
2. The understanding of how the decisions are made – Employees
want fair decision-making process, free of bias and based on accurate
3. The behavior of managers: – Feeling of being valued and cared
for by the managers, and do the managers empathize their points of view?
Using process fairness, companies could save a lot of money and
still have more satisfied and dedicated workforce. By creating a trusting
environment, where people can safely voice their concerns, has a trickledown
effect on the bottom layers of workers in any organization. A number of people
feel safe, and satisfied when they feel they are being patiently heard and
genuinely cared for by the higher management, thus contributing to increasing
bottom line for the company. When employees feel their supervisor is open to
new ideas, it leads to a culture of creativity and innovation. Process fairness
attracts innovative employees
Managers, who will feel knowledge is power, feel threatened to
involve their employees in process fairness, as they feel they would lose their
power. Managers are not fair sometimes when they want to avoid uncomfortable or
stressful situations so that they run away or avoid the same. Also, some
executives don’t practice fairness as they are unaware of the benefits of fair
Companies can take following steps towards process fairness
1. Address knowledge gaps, prior knowledge of uncomfortable
situations/warnings of negative emotions can help they prepare well to practice
fairness during those stressful periods.
2. Invest in training- Subordinates of trained managers can help
spread a culture of great ethics by working harder, helping other employees and
less likely to steal or resign.
3. Making process fairness a top priority- Right from the
topmost managerial levels, being fair at the process should be a prime
responsibility, who engage in two way communication and have a more
participative style of management, given ample advance notice for change,
respect, and feeling of mutual trust.