Organizational justice refers to people’s perceptions of the fairness or unfairness of the treatment they receive in the organizations where they work. The ways authorities, such as supervisors and managers, make decisions and implement them are evaluated by employees in terms of their fairness. Other agents, such as coworkers and customers who interact with employees, also can generate judgments of fairness or unfairness at work. These fairness perceptions can be conceived according to four dimensions of organizational justice as well as in general terms. The four dimensions are distributive, procedural, interpersonal, and informational. Typically, distributive justice evaluates the equity of treatment, where people expect outcomes proportionate to their contributions. Workers also evaluate the fairness of procedures used to make decisions and the quality of their interpersonal relations with the various actors of the organization, including the information the actors communicate regarding decisions and the procedures followed to make them. When people perceive that they are treated fairly, positive consequences result for them and for their organizations. Thus, they tend to be more satisfied, evaluate their management more favorably, engage in more prosocial behaviors within their organizations, perform at higher levels, and remain in their employing organizations for longer periods. When people experience unfair treatment, negative consequences include stress and health-related concerns for employees, negative attitudes toward the organization, and counterproductive behaviors, such as theft, vandalism, or absenteeism. People react strongly to fair or unfair treatment for different reasons. They may believe that fair treatment will allow them to receive the rewards that they deserve, it may communicate that they are valued in a group, or fair treatment may be valued as an important and basic principle of human functioning. Research on organizational justice in 2020 focuses on understanding the mechanisms producing fairness judgments and their consequences and on the boundary conditions limiting the observed relations with their antecedents and outcomes.
Dirk D. Steiner
Allison R. Heid and Steven H. Zarit
Individuals are living longer than they ever have before with average life expectancy at birth estimated at 79 years of age in the United States. A greater proportion of individuals are living to advanced ages of 85 or more and the ratio of individuals 65 and over to individuals of younger age groups is shrinking. Disparities in life expectancy across genders and races are pronounced. Financial challenges of sustaining the older population are substantial in most developed and many developing countries. In the United States in particular, employer-based pension programs are diminishing. Furthermore, Social Security will begin taking in less money than it pays out as early as 2023, and the debate over its future in part entails discussions of equitable distribution of resources for the young in need and the old. Living longer is associated with a greater number of chronic health conditions—over two-thirds of Medicare beneficiaries in the United States have two or more chronic health conditions that require complex self-management regimes partnered with informal and formal care services from family caregivers and institutional long-term services and supports. Caregiver burden and stress is high as are quality care deficiencies in residential long-term care settings. The balance of honoring individuals’ autonomous wishes and providing person-centered care that also addresses the practicalities of safety is an ever-present quandary. Furthermore, complex decisions regarding end-of-life care and treatments plague the medical and social realms, as more money is spent at the end of life than at any other point and individuals’ wishes for less invasive treatment are often not accommodated. Yet, despite these challenges of later life, a large percentage of older individuals are giving financial support, time, and energy to younger generations, who are increasingly strained by economic hardship, the pressures on dual earner parents, and the problems faced by single parenthood. Older individuals’ engagement in society and the help they provide others runs counter to stereotypes that render them helpless and lonely. Overall, the ethical challenges faced by society due to the aging of the population are considerable. Difficult decisions that must be addressed include the sustainability of programs, resources, and social justice in care, as well as how to marshal the resources, talents, and wisdom that older people provide.