Fairness is one of the quickest ways to lose or gain trust. A lot of times we assume unfair people are incompetent or opportunistic. In this episode, Evelyn chats about how we perceive fairness and what the hurdles are to being "fair" in a work environment.
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Sources:
Bies, R. J., Tripp, T. M., & Kramer, R. M. (1997). At the breaking point: Cognitive and social
dynamics of revenge in organizations.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O., & Ng, K. Y. (2001). Justice at the
millennium: a meta-analytic review of 25 years of organizational justice research. Journal of applied psychology, 86(3), 425.
Cropanzano, R. (2007). “The Management of Organizational Justice.”
Lind, E & Greenberg, Jerald & S. Scott, Kimberly & D. Welchans, Thomas. (2000). The Winding Road from Employee to Complainant: Situational and Psychological Determinants of Wrongful-Termination Claims. Administrative Science Quarterly - ADMIN SCI QUART. 45. 557-590. 10.2307/2667109.
Lind, E. A., & Tyler, T. R. (1988). The social psychology of procedural justice. Springer Science & Business Media.
Simons, T., & Roberson, Q. (2003). Why managers should care about fairness: the effects of
aggregate justice perceptions on organizational outcomes. Journal of applied psychology,
88(3), 432.
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