The threatened to involve their employees in

The employees work more productively to increase profits, if managers practice process fairness. The cost of being fair is less. Though 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

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1. Feeling of inclusion with respect to voicing their concerns, beliefs or suggestions for decision making.

2. The understanding of how the decisions are made – Employees want fair decision-making process, free of bias and based on accurate information.

3. The behavior of managers: – Feeling of being valued and cared for by the managers, and do the managers empathize with employees 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, subsequently 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.

Managers, who feel knowledge is power, feel threatened to involve their employees in process fairness, as they feel they would lose their power. Managers who are not fair at times simply run away to avoid the uncomfortable or stressful scenarios. Also, some executives don’t practice fairness as they are unaware of the benefits of fair practices.

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.

3. Making process fairness a top priority- Right from the topmost managerial levels, being fair at the process should be a prime responsibility, people 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.