Toward general principles of managerial fairness


Journal Article

The present study identified the principles employees use for judging a broad range of managerial actions. A cross-sectional sample of 44 executives were asked to describe recent fair and unfair treatment in seven areas of management responsibility: planning, staff development, delegating, motivating, coordinating, daily activities, and representing the organization to the public. These responses were coded to yield 16 rules guiding judgments about perceived managerial fairness. Aggregation of these rules yielded six major clusters of fairness concerns. The paper describes these clusters in detail and highlights their potential usefulness to a broader understanding of the complex nature of procedural fairness judgments in organizations. © 1987 Plenum Publishing Corporation.

Full Text

Duke Authors

Cited Authors

  • Sheppard, BH; Lewicki, RJ

Published Date

  • June 1, 1987

Published In

Volume / Issue

  • 1 / 2

Start / End Page

  • 161 - 176

Electronic International Standard Serial Number (EISSN)

  • 1573-6725

International Standard Serial Number (ISSN)

  • 0885-7466

Digital Object Identifier (DOI)

  • 10.1007/BF01048014

Citation Source

  • Scopus