Leaders constantly have to make tough decisions that result in outcomes over which they have little or no control, such as when they must allocate scarce resources. Often those results seem unfair, or they have consequences that neither the leaders nor their employees like. The good news is that while leaders may not be able to control the outcomes of many decisions, they CAN control the process by which they make those decisions – i.e., its procedural fairness. This point is important: research and experience show that people will accept even undesirable outcomes IF they perceive that the processes used to arrive at those results are fair. For example, let’s say there is only one open position and three equally well qualified candidates. There is no funding for additional positions either now or in the near future. Two of those individuals will be disappointed. However, if all three knew in advance the decision-making criteria, if they perceived that the decision process was transparent and free of bias, and if there had been an opportunity for them to provide meaningful input, then they will accept the outcome because the process was fair. Perceptions of procedural fairness have implications for important workplace attitudes and behaviors. For example, compared to employees who see decision-making processes as unfair, those who perceive them as fair are more likely to go above and beyond what their jobs require, perform at a higher level, and trust decision-makers. The organization benefits as well: employees who perceive decision-making processes are fair are more satisfied with their jobs, committed to the organization, forgiving of workplace disappointments, and likely to contribute to organizational change than their counterparts who believe they are unfair. Procedural fairness has many applications to decision-making in the workplace. Examples include decisions related to setting pay, making promotions, developing and implementing workplace rules, effecting organizational change, addressing disciplinary issues, and engaging in teamwork. There are many opportunities every day for leaders to realize the benefits of procedurally fair decision processes. In short, fairness of the decision-making process is critical to the legitimacy of decisions as well as employees’ acceptance of them. Ensuring that employees perceive decisions as procedurally fair literally can transform your workplace from one in which complaints, distrust, cynicism, and dissatisfaction are common, to one in which employees take disappointments in stride and continue to contribute positively to the organization. As a leader, you have the power to shape your employees’ behaviors in a positive way or a negative way. Which outcome do you choose for your organization? To learn seven steps you can take to ensure that your organization’s decision-making processes are perceived as fair, take a look at our article Ensuring Procedurally Fair Decision-making Processes.
Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.
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© 2014 Pat Lynch. All rights reserved. |
Archive for January, 2014
Alignment Solutions Newsletter: The Power of Procedural Fairness
Wednesday, January 29th, 2014Posted in Newsletters | No Comments »
Alignment Solutions Newsletter: Specificity Works Wonders
Thursday, January 16th, 2014
When you ask people to do things, do you always get the results you expect? If not, you can significantly increase the likelihood of getting exactly the outcome you envision by increasing the specificity of your requests. By “specificity” I mean giving others the information they need to do as you ask. Many people believe that when they make a request, they are giving others all the details they need to take the appropriate action. More often than not, they are wrong. Why? The appeals lack specificity. For example, saying, “Just fix it!” or “Just make it happen!” leaves a lot to the imagination, especially if the person you’re relying on isn’t clear about what “fixing” the issue means to you, or how to make “it” happen. Maybe you aren’t really sure either. Here are some benefits to increasing the specificity of your requests: greater productivity because less re-work is required; less frustration because everyone is clear about the desired outcome; and decreased stress because people don’t have to guess what you mean and you can be more confident that you will get the result you want. Below are seven ways to increase the likelihood that people will be able to do what you’ve asked them to do by boosting the specificity of your requests. Some are appropriate for all types of requests; others may be needed only when the assignment is new or complex.
Thinking through what you want, then giving people all the information they need to successfully accomplish what you’ve asked them to do will make everyone’s job easier. Why not let specificity work wonders for you? To find other articles and resources that may be of value to you, I invite you to visit my web site at www.BusinessAlignmentStrategies.com and my blog at www.OptimizeBusinessResults.com. Alignment Solutions is a concise, bi-weekly newsletter written specifically to help organizational leaders optimize their business results. Your e-mail address is never shared with anyone for any reason. You may unsubscribe by clicking the link on the bottom of this e-mail.
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© 2014 Pat Lynch. All rights reserved. |
Posted in Newsletters | No Comments »