组织公平的管理外文翻译.doc

外文翻译 译文 The Management of Organizational Justice Material Source：Academy of Management Perspectives Author：by Russell Cropanzano, David E. Bowen, and Stephen W. Gilliland Business organizations are generally understood to be economic institutions.Sometimes implicitly,other times explicitly, this “rational” perspective has shaped the relationship that many employers have with their workforce. Many organizations, for example, emphasize the quid pro quo exchange of monetary payment for the performance of concrete tasks. These tasks are often rationally described via job analysis and formally appraised by a supervisor. Hierarchical authority of this type is legitimized based upon the manager’s special knowledge or expertise. Employee motivation is viewed as a quest for personal economic gain, so individual merit pay is presumed to be effective. Using the rational model, one can make a case for downsizing workers who are not contributing adequately to the “bottom line.”And the rational model is found at the heart of the short-term uptick in the stock price of firms that carry out aggressive cost-cutting measures. Businesses certainly are economic institutions, but they are not only economic institutions. Indeed, adherence to this paradigm without consideration of other possibilities can have problematic side effects. Merit pay is sometimes ineffective, downsizing often has pernicious long-term effects, and bureaucratic management can straitjacket workers and reduce innovation. We should attend to economic matters, but also to the sense of duty that goes beyond narrowly defined quid pro quo exchanges. It includes the ethical obligations that one party has to the other. Members may want a lot of benefits, but they also want something more. Organizational justice—members’ sense of the moral propriety of how they are treated—is the “glue” that allows people to work together effectively. Justice defines the very essence of individuals’ relationship to employers. In contrast,