From minimizing costs to strengthening performance, process fairness pays enormous dividends in a wide variety of organizational and people-related challenges. Studies show that when managers practice process fairness, their employees respond in ways that bolster the organization's bottom line both directly and indirectly. Process fairness is more likely to generate support for a new strategy, for instance, and to foster a culture that promotes innovation. What’s more, it costs little financially to implement. In short, fair process makes great business sense. So why don't more companies practice it consistently? This article examines that paradox and offers advice on how to promote greater process fairness in your organization.
Harvard Business Reviewvol.
84, (January 01, 2006):