Reactions to workplace decisions depend on perceived fairness of outcome, of process, and of how the decision was communicated, and the last two often matter more.
Greenberg's framework separates what was decided, how it was decided, and how it was explained. Empirically, process and interpersonal treatment frequently outweigh the outcome, which means an unfavourable decision delivered with explanation and respect can produce better outcomes than a favourable one delivered carelessly.
In practice
- A redundancy handled with notice and explanation produces fewer tribunal claims than a smaller one handled abruptly.
- An employee denied a request who was told why accepts it; one denied without reasons appeals.
- Standing
- Related to the procedural justice effect in policing, which is the same mechanism in a different institution.
- Further reading
- Wikipedia
- Subject
- Organizations & Bureaucracy
- Essay
- How organisations behave when nobody is steering