The impossibility of a Rawlsian liberal

2020 ◽  
Author(s):  
Brian Judge
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Neoclassical Model ◽  
Economic Theories ◽  
Procedural Approach

Abstract This article critically examines the role of the neoclassical model of the market within Rawlsian liberalism. Although Rawls claims agnosticism towards particular economic theories, I show how the neoclassical model anchors Rawls’s approach of transmuting distributive efficiency into distributive justice. However, the assumptions underlying the neoclassical model are not descriptively accurate as Rawls’s key construct of pure procedural justice requires. Without the neoclassical model and the pure procedural approach to distribution it uniquely enables, Rawlsian liberalism recreates the very problem of pluralism it is premised on resolving. This article surfaces this paradox for Rawlsian liberalism: it relies essentially on market distribution yet cannot justify these arrangements within the confines of the theory.

scholarly journals TEISĖJO ELGESIO IR SPRENDIMO PROGNOZĖS SĄVEIKA VERTINANT PROCEDŪRINĮ TEISINGU

Psichologija ◽  
2005 ◽  
Vol 32 ◽  
pp. 87-101
Author(s):  
Alfredas Laurinavičius
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Dispute Resolution ◽  
Subjective Evaluation ◽  
Final Decision ◽  
Legal Institutions ◽  
Status Recognition ◽  
Justice Judgments ◽  
Moderate Relationship

Teisingumo klausimas yra svarbus teisminio ginčo nagrinėjimo dalyviams. Suvoktas sprendimo ir procedūrinis teisingumas turi įtakos sprendimo ir jį priimančio asmens vertinimams. Atliktame faktoriniame 3 × 2 × 2 eksperimente buvo tiriama subjektyvios teisėjo sprendimo palankumo prognozės įtaka teisingumo vertinimams. Esant skirtingai teisėjo sprendimo prognozei, teisėjo elgesio ypatumai turi skirtingą įtaką procedūrinio teisingumo ir pasitikėjimo teismais vertinimams. Atliktas eksperimentas parodė, kad teisėjo elgesio ir procedūrinio teisingumo reikalavimų atitikimas yra ypač svarbus vertinant teisėjo elgesį tais atvejais, kai ginčo dalyvis prognozuoja nepalankų sau sprendimą arba neturi aiškios teisėjo sprendimo prognozės. Esant nepalankiai teisėjo sprendimo prognozei, teisėjo elgesio ir procedūrinio teisingumo reikalavimų atitikimas ypač stipriai veikia asmens pasitikėjimą teismais.Pagrindiniai žodžiai: teisingumo psichologija, procedūrinis teisingumas, ginčo sprendimas. THE INTERACTION OF JUDGE’S BEHAVIOR AND JUDGE’S DECISION PROGNOSIS IN THE PROCEDURAL JUSTICE JUDGMENTSAlfredas Laurinavičius SummaryPsychological research shows a big importance of procedural justice in dispute resolution. Perception of procedural justice affects evaluations of the performance of legal institutions and authorities, evaluations of legal decisions and outcomes, satisfaction with encounters with the legal system, support for legal institutions and compliance with law. According to K. van den Bos and E. A. Lind people are more affected by variation in fairness when they feel uncertain. Participants’ expectations about judge’s possible decision can moderate relationship between procedure and subjective evaluation of procedural justice. 3 × 2 × 2 factorial experiment was conducted: 3 (expectation of the possible decision: certainly positive, certainly negative, uncertain)× 2 (decision: positive vs. negative) × 2 (procedure: fair vs. unfair). The experiment was conduced in 2 Vilnius universities, participation was voluntary, participants were not paid. Data of 330 students (men and women) were analyzed. There were between 22 and 36 participants per cell. A scenario method was applied in the experiment. Participants were given a description of legal dispute of non material harm compensation. Participants were asked to imagine themselves as being defendant and evaluated a possibility of positive and negative decision. Participants were shown one of two videotapes with excerpts from litigation session. After watching the excerpt (fair treatment or unfair treatment) they received judge’s final decision (favorable or unfavorab le) and completed the questionnaire. Dependents variables in this experiment were participants’ evaluations of distributive justice, procedural justice, perceived voice, neutrality, trust in benevolence, status recognition and support for courts.A 2 × 2 × 3 ANOVA revealed significant interactions between Expectation and Procedure on perceived voice F (2,318) = 4.513, p < .05, η² = .028, neutrality F (2,318) = 3.413, p < .05, η² = .021 and support for courts F (2,318) = 3.084, p < .05, η² = .019. No interactions were found for distributive justice, procedural justice, trust in benevolence, status recognition. A significant effect of Expectation was found on distributive justice judgments F (2,317) = 5.02, p < .05, η² = .031. Those expected negative decision rated distributive justice more positively.The presented research shows that expectation of judge’s decision can moderate some procedural justice judgments and support for courts judgments. Variation of procedure had biggest effect on evaluation of perceived voice, neutrality and support for courts in condition when participant was expecting negative decision. It seems that expectation of negative decision makes people more sensitive to procedural issues. Being certain about positive decision decreases a role of procedure on those ratings.Keywords: Psychology of Justice, Procedural justice, Dispute resolution.

scholarly journals ORGANIZATIONAL JUSTICE AND AFFECTIVE COMMITMENT TO CHANGE IN EMPLOYEES OF MULTIFINANCIAL SERVICE COMPANY

2020 ◽  
Vol 19 (1) ◽  
pp. 51-60
Author(s):  
Safitri Primawidi ◽  
Wustari Mangundjaya
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Significant Role ◽  
Affective Commitment ◽  
Commitment To Change ◽  
Multiple Regressions ◽  
Four Dimensions ◽  
Service Company

The aim of the study is to investigate the role of organizational justice to affective commitment to change. The study was conducted based on data collected from 42 employees working in head office of multifinancial service company. It is made up of 16 males and 26 females’ employees. Affective commitment to change was measured using Herscovitch and Meyer’s Affective Commitment to Change Scale (6 items; α= .828). While organizational justice was measured using Colquitt’s Organizational Justice Scale (20 items; α=.905). The hypotheses were tested using multiple regressions. The result showed R2 of .821, meaning that 82% of affective commitment to change can be explained by organizational justice. Among four dimensions of organizational justice, procedural justice has the most influence and significant role on affective commitment to change (β= .445, p<.001), followed by distributive justice (β = .336, p<.001). The findings of the study demonstrated that organizational justice has positive significant impact on affective commitment to change, particularly distributive and procedural justice. Based on this study, in order to develop affective commitment to change in these multifinance company employees, to design intervention to increase organizational justice is neccessary.

scholarly journals ORGANIZACINIO TEISINGUMO VAIDMUO PRIIMANT SPRENDIMUS PAAUKŠTINTI

Psichologija ◽  
2008 ◽  
Vol 38 ◽  
pp. 46-82
Author(s):  
Jurgita Lazauskaitė-Zabielskė ◽  
Dalia Bagdžiūnienė
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Turnover Intentions ◽  
Interactional Justice ◽  
Practical Applications ◽  
Trust In Management

Nors organizacinis teisingumas turi svarbių padarinių organizacijoje, esama vos keleto tyrimų, nagrinėjančių organizacinio teisingumo vaidmenį priimant sprendimus dėl paaukštinimo. Todėl buvo atliktas tyrimas, kurio tikslas buvo nustatyti suvokto skirstymo, procedūros ir sąveikos teisingumo vaidmenį priimant sprendimus paaukštinti. Šiuo tyrimu siekiama išsiaiškinti, kaip suvoktas skirstymo, procedūros ir sąveikos teisingumas yra susijęs su sprendimo dėl pareigų paaukštinimo palankumu, pasitenkinimu darbu ir paaukštinimo galimybėmis, įsipareigojimu organizacijai, ketinimu išeiti, pasitikėjimu vadovu ir vadovybe. Tyrime dalyvavo 132 darbuotojai iš įvairių organizacijų. Tyrimo rezultatai atskleidžia, kad suvoktas skirstymo teisingumas yra teigiamai susijęs su sprendimo dėl pareigų paaukštinimo palankumu ir pasitenkinimu darbu. O suvoktas procedūros teisingumas yra teigiamai susijęs su įsipareigojimu organizacijai ir neigiamai susijęs su ketinimais išeiti. Be to, suvoktas skirstymo ir sąveikos teisingumas yra teigiamai susijęs su pasitenkinimu paaukštinimo galimybėmis. Galiausiai tais atvejais, kai sprendimą dėl pareigų paaukštinimo priima tiesioginis vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovu. O kai sprendimą paaukštinti pareigas priima aukštesnio lygio (netiesioginis) vadovas, suvoktas sąveikos teisingumas yra susijęs su pasitikėjimu vadovybe. Maža to, nei suvoktas procedūros, nei suvoktas sąveikos teisingumas nėra susiję su sprendimo dėl pareigų paaukštinimo palankumu.Pagrindiniai žodžiai: skirstymo teisingumas, procedūros teisingumas, sąveikos teisingumas, pareigų paaukštinimas. The Role of Organizational Justice in Promotion Decisions Jurgita Lazauskaitė-Zabielskė, Dalia Bagdžiūnienė SummaryOrganizational justice perceptions are important for organizations, because they help to predict organizationally important outcomes. However, justice regarding promotions in particular is studied less than other types of organizational justice. Therefore the research was conducted to examine the role of organizational justice aspects, i. e. distributive, procedural and interactional justice, in promotion decisions. The purpose of this study was to determine how perceived distributive, procedural and interactional justice are related to favourability of promotion decision and various levels of outcomes. In particular, this study explored the relationship between perceived distributive, procedural and interactional justice and job satisfaction, satisfaction with promotion opportunities, organizational commitment, turnover intentions, trust in supervisor and trust in management. 132 employees from various organizations participated in the study. The results of the study revealed that favourability of promotion decision (i. e. promotion or non-promotion) is related to perceived distributive justice (Z = –5.867, p ≤ 0.001), but not related to perceived procedural and interactional justice. While perceived justice of decision is related to decision favourability, fair procedures and fair interpersonal treatment is valued irrespective of it. The study also showed that different aspects of organizational justice are related to different outcomes. Perceived distributive justice is related to job satisfaction (β = 0.602, p ≤ 0.01) and satisfaction with promotion opportunities (β = 0.721, p ≤ 0.01). The more decision regarding promotion is considered as fair the more employees are satisfied with their job and promotion opportunities. Perceived procedural justice is the best predictor of organizational outcomes such as organizational commitment (β = 0.676, p ≤ 0.01) and turnover intentions (β = 0.687, p ≤ 0.01). When employees perceive promotion procedures as fair they are more committed to organization and less likely to leave. Moreover, perceived interactional justice is positively related to satisfaction with promotion opportunities (β = 0.138, p ≤ 0.01). Finally, when promotion decisions are made by supervisor, perceived interactional justice is positively related to trust in supervisor (β = 0.716, p ≤ 0.01). On the other hand when promotion decisions are made by upper-level manager, perceived interactional justice is positively related to trust in management (β = 0.682, p ≤ 0.01). Limitations of the study and possibilities for future researches and practical applications are discussed. Keywords: distributive justice, procedural justice, interactional justice, promotion decisions.

scholarly journals THE ROLE OF ORGANIZATIONAL COMMITMENT IN MODERATING THE INFLUENCE OF PROCEDURAL JUSTICE, DISTRIBUTIVE JUSTICE, INTERACTIONAL JUSTICE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR

2019 ◽  
Vol 1 (1) ◽  
pp. 29-42
Author(s):  
Suhartini ◽  
Amanto Sulaya
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Citizenship ◽  
Significant Influence ◽  
Organizational Citizenship Behavior ◽  
Interactional Justice ◽  
Citizenship Behavior ◽  
One Year

This research aims to determine the influence of procedural justice, distributive justice and interactional justice on Organizational Citizenship Behavior (OCB) with organizational commitment as an intervening variable. Respondents in this research were 98 employees of Bank MandiriDiponegoro Yogyakarta with a work period of more than one year. The data collection method uses a questionnaire, which is measured using a Likert scale. The analytical method uses regression analysis and path analysis. The result of this research indicate that firstly, procedural justice, distributive justice, and interactional justice have a significant influence on organizational commitment, simultaneously. Secondly, procedural justice and distributive justice have a significant influence on OCB, partially. Thirdly, interactional justice does not have a significant influence on OCB partially. Fourthly, procedural justice, distributive justice, and interactional justice have a significant influence on OCB, partially and simultaneously. Fifthly, organizational commitment has a significant influence on OCB. Sixthly, the direct influence (the influence of procedural justice, distributive justice and interactional justice on OCB) is greater than the indirect influence (the influence of procedural justice, distributive justice, and interactional justice on OCB through organizational commitment). The result of this research can be used as a reference for Bank Mandiri in creating and improving OCB. This can be realized by providing fair procedures, improving the benefits system, and increasing interaction between employees for the better.

scholarly journals The moderating role of organizational culture on the effect of organizational justice on organizational citizenship behavior

2018 ◽  
Vol 1 (1) ◽  
pp. 49
Author(s):  
Ira Mardiyanti ◽  
Suharnomo Suharnomo
Keyword(s):  
Organizational Culture ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Permanent Employees ◽  
Moderating Role

The main objective of this study is to examine the effect of distributive justice and procedural justice on organizational citizenship behavior (OCB) with organizational culture as a moderating variable. The data in this study were collected from questionnaires distributed to 94 permanent employees of PT Telekomunikasi Indonesia (Telkom) Tbk. Regional Division IV. Hypotheses testing shows that distributive and procedural justice positively affects OCB. Organizational culture is also found to be the moderator on the effect of procedural justice on OCB. However, our prediction that organizational culture could be the moderator on the effect of distributive justice on OCB is not supported. Further results and discussion are explained.

scholarly journals PENGARUH DIMENSI KEADILAN TERHADAP BUDAYA ORGANISASI PADA LEMBAGA KEUANGAN SYARIAH DI YOGYAKARTA

2021 ◽  
Vol 16 (2) ◽  
pp. 75-86
Author(s):  
Zamroni Nugraha ◽  
Muhammad Zakiy
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Financial Institutions ◽  
Quantitative Research ◽  
Interactional Justice ◽  
Islamic Financial Institutions ◽  
Saturated Sample

The importance of organizational culture for employees to create a conducive work environment, so it needs to be considered by every manager in a company. In creating this environment, the role of a leader is needed to provide justice for every employee in the organization. This study aims to determine the effect of procedural justice, compensation distributive justice and interactional justice on organizational culture. This research was conducted at Islamic financial institutions in Yogyakarta. This research uses descriptive quantitative research using the Likert scale. The sample in this study amounted to 219 employees who work at Islamic financial institutions in Yogyakarta using saturated sample techniques. In this study, researchers used samples at Bank Muamalat, BPRS Madina, Takaful Keluarga Syariah Insurance, BMT Bina Ihsanul Fikri, BMT Tamzis and Sharia Pegadaian. Data analysis used in this research is IBM SPSS version 21 with data analysis method using multiple linear regression. The results showed that procedural justice, compensation distributive justice and interactional justice had a positive effect on organizational culture. For this reason, creating a good organizational culture requires justice for all employees.

Role of Dispositional Uncertainty in Employees' Responses to Procedural Justice

2006 ◽  
Author(s):  
Chris A. Henle ◽  
Bennett J. Tepper ◽  
Robert A. Giacalone
Keyword(s):  
Procedural Justice
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