When Fairness Fuels Agility: How Feeling Valued Inspires Quick Problem-Solving

What is it about?

This study explores how employees’ sense that workplace procedures are fair—called procedural justice—encourages them to perform better by responding effectively to sudden problems. The authors argue that when organizations make decisions transparently and treat employees justly, workers feel psychologically secure and more motivated to improvise when challenges arise. This ability to adapt on the spot—known as improvisation behavior—helps employees maintain productivity even when unexpected obstacles appear. Using three-wave survey data collected from employees and their supervisors in Pakistani organizations, the study found that procedural justice improves job performance because it fosters employees’ willingness to act quickly and creatively in uncertain situations. This link is particularly strong when employees feel valued and respected by their organization—what researchers call high organization-based self-esteem. Those who see themselves as important contributors are more likely to use the confidence gained from fair treatment to take initiative and solve problems effectively. For organizations, the findings highlight that fairness and appreciation are not just ethical principles but drivers of performance. When employees trust that decisions are made fairly and believe their contributions matter, they are more inclined to act resourcefully when issues emerge. Encouraging improvisation through supportive policies, open communication, and recognition of individual worth can therefore strengthen both morale and organizational responsiveness.

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Photo by Slidebean on Unsplash

Photo by Slidebean on Unsplash

Why is it important?

This research is unique in identifying improvisation behavior as the key mechanism linking procedural justice to improved job performance. By combining behavioral and psychological perspectives, it reveals how fair treatment enables employees to conserve emotional resources and redirect them toward agile, constructive action. Moreover, it highlights the role of organization-based self-esteem as a personal resource that amplifies these effects. The study is timely as organizations worldwide face increasing unpredictability and rapid change. In Pakistan and similar contexts where fairness concerns and workplace uncertainty often coexist, these findings show how procedural justice and employee esteem together sustain adaptability. They suggest that fostering fairness and self-worth can create a workforce ready to face disruptions with creativity and confidence.