The work more productively to increase profits

The managers practice process fairness, their employees workmore productively to increase profits both directly and indirectly. The cost ofbeing fair is less, but the benefits of being fair are enormous, yet people arenot following fair processes at their organizations.

Process fairness is morelikely to gather support for a new strategic initiative and foster a culture ofinnovation at the organization Three drivers of process fairness for the employees1. 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 – Employeeswant fair decision-making process, free of bias and based on accurateinformation.3.

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The behavior of managers: – Feeling of being valued and caredfor by the managers, and do the managers empathize their points of view? Using process fairness, companies could save a lot of money andstill have more satisfied and dedicated workforce. By creating a trustingenvironment, where people can safely voice their concerns, has a trickledowneffect on the bottom layers of workers in any organization. A number of peoplefeel safe, and satisfied when they feel they are being patiently heard andgenuinely cared for by the higher management, thus contributing to increasingbottom line for the company.

When employees feel their supervisor is open tonew ideas, it leads to a culture of creativity and innovation. Process fairnessattracts innovative employees Managers, who will feel knowledge is power, feel threatened toinvolve their employees in process fairness, as they feel they would lose theirpower. Managers are not fair sometimes when they want to avoid uncomfortable orstressful situations so that they run away or avoid the same.

Also, someexecutives don’t practice fairness as they are unaware of the benefits of fairpractices. Companies can take following steps towards process fairness1. Address knowledge gaps, prior knowledge of uncomfortablesituations/warnings of negative emotions can help they prepare well to practicefairness during those stressful periods.2. Invest in training- Subordinates of trained managers can helpspread a culture of great ethics by working harder, helping other employees andless likely to steal or resign.

3. Making process fairness a top priority- Right from thetopmost managerial levels, being fair at the process should be a primeresponsibility, who engage in two way communication and have a moreparticipative style of management, given ample advance notice for change,respect, and feeling of mutual trust. 


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