I need a response to my Professors question on my discussion

I need a response to my Professor\'s question on my discussion post

My post

Procedural justice

Procedural justice is the idea of fairness in the processes that allocate resources and resolve disputes. It is based on the idea of fairness. A fair process is used for deciding on what is to be distributed. If the process is fair, individuals may accept an imbalance in shares distributed. Elements of the process call attention to the fairness of interaction. It is also known as economic justice. It evaluates the fairness of the process. It is based on fair play.

Distributive justice

It is based on social order; it is a socialist principle wherein equality is a fundamental principle. It is based on the idea of fair share. Distributive justice is not an economic justice. It evaluates the fairness of the outcome.

Procedures can be controlled for procedural justice but a system based on equality cannot be controlled by supervisors as such as society does not have a system of equality but a system of the process of distribution being fair.

Negotiation communications are a part of procedural justice. It is an indicator of how group members treat each other. Evaluation of employees requires procedural justice.

WC: 189

References:

Milkovich, G., Newman, J. (2016). Compensation (12^th ed). New York, NY: McGraw Hill.

My professors question

How might you use the principles of procedural justice to avoid having an employee quit because she believes her boss gave her an unfair evaluation?

Solution

It is about demonstrating the fairness of the evaluation process so that the perception of the employee that she has been evaluated unfairly vanishes. The boss should sit with the concerned employee and let her understand the procedure of evaluation that he has defined and followed for all the employees of that department. It must boil down to a sufficient level of detail where the explanations include the evaluation criteria, the weights that are given to each of them, and the actual points received against each of them for some of the peers of her. The reasons for performance gaps should also be visible as objectively as possible.

However, to do so it is crucial that the boss has maintained such documentation or record as backups. The backups should contain all the relevant details of critical incidents (good and bad) for which the employees were responsible throughout the appraisal period. I have experienced this with my boss. He used to keep the detail of all such critical incidences with him in a particular notebook. He was able to refer this anytime while discussing with an employee regarding his/ her performance gaps.