In The Workplace, Public Square Can Generate Trust.

Disgruntled employees will regularly launch a disguised strike.

During the strike, they will only complete the minimum amount of work necessary to maintain their work.

For example, in early 2015, the police in New York controlled the amount of arrests they had completed to the least to protest the mayor's comments.

Similarly, teachers who are disappointed with the outcome of the contract negotiations may arrive and leave on time, rather than early or late to help students.

Therefore, for the organization, it is necessary to keep employees'

It is very important for them to make the best efforts.

So what is the driving force behind this sense of fairness?

This issue is discussed by Emily Bianchi, Joel brown, Kathy van der en BOS, Matthias Seft, Henry morn, Marius van der Yok, and David de Kramer, published in the January 2015 Bulletin of personality and social psychology.

They will take the observations made in previous studies as the starting point.

They found that people in the organization are subject to two equitable effects of fairness and fairness.

As a result, fairness emphasizes the fairness shown by what has happened.

For example, a fair salary increase must be the rate of increase in salary, which is consistent with the evaluation of this person, and people who get similar evaluations get a similar raise.

Obviously, it would be better if the result was not just and more favorable.

Procedural fairness refers to the fairness of making decisions.

If the decision to raise pay is made at will, it does not seem like a fair system.

However, if there is an objective and reasonable procedure, they will think that the procedure is fair, even if they do not get the raise they think they deserve.

These two kinds of fairness may affect people's sense of work.

To explore this possibility, a study was conducted to analyze samples of employees from a British airline company.

The participants in the study worked for 4 years on average.

Participants were asked to answer the following questions: how much trust they had in their foreman; whether they believed that the results they had experienced (such as wages and working hours, etc.) were fair; and whether the procedures used for decision-making were fair.

Finally, they were asked about their involvement in the organization.

When people have lower overall trust in the organization, their input is also low, unless they experience fair results and believe that the decision-making process is fair.

When people organize

When they are very high, their input will also be high unless they experience unfair outcomes and believe that the decision-making process is unfair.

Similar results were obtained from the second studies conducted by workers from various American companies.

What does this mean?

But interestingly, they are right to find evidence to prove their trust.

Therefore, if they feel fair results or fair process, they believe that their trust is guaranteed and will maintain a high level of input.

Once they get a lot of evidence that their trust is wrong, they will reduce their input in work.

If people have low trust in the organization at the beginning of their work, their investment in the company will be very low unless they get a lot of evidence that the job is actually fair.

That is to say, they need highly equitable results and processes to overcome their distrust.

Obviously, what is the belief in trust and fairness before people?

What is happening is very influential.

A lot of evidence is needed to change people's concept of work.

Another evidence consistent with this view is that those who show the strongest results are those who do not work long hours in their company, and this performance decreases with the increase in working hours.

That is to say, people's trust in organizations at the very beginning can be influenced by the results and procedural justice.

However, after a period of time, this trust in the organization (high or low) will not change much because of new information.

In the end, this is also a good example of stereotype effect.

People's faith in organizational integrity affects their interpretation of the evidence obtained.

Therefore, it is very important for the members of the organization to work hard so as to get people's trust as soon as possible.

In this way, their employees may neglect some slight violation of fairness.

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