What makes employees and managers see eye to eye concerning organizational justice? Predicting congruence in the Swedish pay-setting context
研究管理者目标清晰度、持续反馈和可信度如何缩小管理者与员工在薪酬公平感知上的差距，基于瑞典一家工业公司124位管理者及其员工的数据。
There is often a gap between what managers perceive they do in terms of fairness (managers’ justice enactment perceptions) and how fairly employees feel treated by their supervisor (employees’ organizational justice perceptions). This study investigates three managerial actions as potential predictors of congruence in managers’ justice enactment and employees’ justice perceptions. Using individual pay setting as context, the authors hypothesize that goal clarity, continuous feedback, and supervisory credibility predict congruence in justice perceptions (distributive, procedural, interpersonal, and informational justice). Analyses are based on 124 pay-setting managers with their employees from an industrial company in Sweden. Results reveal that goal clarity, continuous feedback, and supervisor credibility reduce the mean-value difference in justice perceptions between managers and employees. This study broadens the organizational justice literature by contributing with a new way of simultaneously studying justice enactment and justice perceptions to further knowledge on how to facilitate and improve fairness in organizations.