Do You Think You're Fair to Employees?

This is a condensed version of an article published by Kelly Mollica, Ph.D., in Human Resource Magazine ("Perceptions of Fairness," June 2004).

When it comes to fairness, it doesn't matter what you think.  Fairness isn't about you.  Fairness is what your employees perceive.

It appears that lots of people don't see their workplace as fair.  Six out of 10 employees think that policies in their company are not justly carried out, according to a study conducted by Walker Information Global Network and the Hudson Institute. 

Perceptions of unfair treatment can result in low organizational commitment, distrust in management, job dissatisfaction, absenteeism, psychological stress, aggressive behavior, retaliation, theft, and turnover.  Clearly, all of these outcomes hurt employee morale and the organization's bottom line.

How can you ensure that employees feel they're being treated as fairly as possible?  Here are six strategies you can use.

Give Honest Explanations

Concealing information or blatantly lying about the reasons for a decision are like pouring gasoline on a fire; it will only make the situation worse when the employee discovers the truth -- and eventually they will.  Give the employee sincere and honest explanations about how the decision was made, who made it, and what factors were taken into consideration. 

Use Accurate Information

If you aren't well informed about an employee's situation, take extra time to learn the whole story.  If it’s obvious that you used inaccurate information, the employee will view the decision as arbitrary.  If you suspect information may be biased or inaccurate, postpone making a decision until more valid information can be documented.

Avoid The Appearance Of Bias

Just a whiff of bias or partiality may lead employees to conclude that you're not playing it straight.  One way to prevent the appearance of bias is not making decisions alone.  When appropriate, seek out other managers who can provide additional perspectives.  In addition, put yourself in your employees' shoes.  Ask yourself, "Is there anything about this situation that might suggest the possibility of biased decision-making?"

Be Consistent

Do you "ignore" rules for certain employees, or apply rules more rigidly to one group of employees versus another?  By doing this, you are virtually guaranteeing that your employees will see you not only as unfair, but unethical as well.  On the other hand, leave some room for common sense.  Take into account mitigating factors that most people would consider to be reasonable exceptions to policy.

Seek Employees' Input

Whenever possible, include employees' viewpoints in decision-making.  Employees will be more likely to see their organization as fair if they've had some “voice,” or input into rules and procedures that affect them.  Simply put, people are more committed to the outcomes when they've had a say in how things are done.

Change Your Mind

If new data appears that supports your employee's viewpoint, admit you're wrong and correct your decision.  You may be afraid that this makes you look "soft" to your employees, or that it makes you an easy target for any employee who doesn't like what they hear.  On the contrary, employees will be grateful for your willingness to reverse a decision based on solid information.  More importantly, they will respect and trust you when you insist on standing firm on future decisions.

Return to What We Think