What is it about?
This study examines how employees judge procedural justice by considering two often-overlooked features of workplace events: how often they occur (frequency) and how important they are (intensity). Using an experimental vignette design with 420 full-time employees across U.S. industries, participants evaluated fair and unfair workplace scenarios that varied systematically in frequency (low, medium, high) and intensity (low vs. high importance). The findings show that frequent fair procedures steadily increase perceived procedural justice, while unfair procedures in high-importance events substantially damage fairness judgments. Crucially, the study demonstrates that employees do not judge fairness based on isolated events alone; instead, they integrate patterns over time and the emotional weight of key moments when forming justice judgments.
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Why is it important?
Moves justice research beyond single events: Demonstrates that fairness judgments are cumulative and context-sensitive. Explains why “small” practices matter: Repeated daily fairness can build trust—even when stakes are low. Warns against high-stakes unfairness: A single unfair decision in an important event (e.g., performance or pay review) can disproportionately harm perceived justice. Informs management practice: Highlights the need for consistency, accuracy, correctability, and ethicality in procedures, especially over time. Theoretical contribution: Integrates affective events theory and procedural justice by showing how frequency × intensity × fairness jointly shape judgments.
Perspectives
As an organizational psychologist, I have often observed that managers focus on “getting the big decisions right” while underestimating the power of everyday procedures. This study reflects my interest in showing that fairness is not judged in isolation. Employees remember patterns. Repeated fair treatment builds a reputation for justice, while a single unfair action in a highly important moment can undo years of consistency. Our findings challenge organizations to rethink fairness as a process sustained over time, not a one-off managerial act. I hope this work encourages leaders to treat even routine decisions as meaningful signals of justice.
Prof. Othman H Alkhadher
Kuwait University
Read the Original
This page is a summary of: Effects of Event Intensity and Frequency on Judgements of Procedural Justice in (Un)Fair Situations, Social Justice Research, May 2024, Springer Science + Business Media,
DOI: 10.1007/s11211-024-00436-y.
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