V. Повышение процедурной справедливости в организации
Важность процедурной справедливости для функционирования организации породила идею развития у руководителей навыков справедливого управления.
Одна из программ (Skarlicki, Latham, 1996), преследующих эту цель, включает в себя тренинг с руководителями отделов, в первой части которого на примерах обсуждаются принципы процедурной справедливости Левенталя и проводится параллель с организацией, в которой работают участники. Во второй части программы акцент делается на обеспечении сотрудникам права голоса до и после принятия решения. В третьей части обсуждаются техники межличностной справедливости, а в четвертой - стратегии управления справедливостью. Анализ оценок сотрудников подтверждает эффективность этой программы.
Цель другой программы (Cole, Latham, 1997) - обучение руководителей поддержанию дисциплины среди сотрудников. В режиме проигрывания ролей их обучают:
- давать сотруднику адекватные объяснения своих действий (например, почему именно это поведение сотрудника вызывает их интерес), сосредотачивать внимание на поведении сотрудника, а не на его личностных качествах;
- давать сотрудникам возможность оспаривать их решение с привлечением «третьей стороны», позволять изменять процедуру поддержания дисциплины;
- делая сотруднику выговор, говорить с нормальной громкостью и средней скоростью речи;
- в разговоре с сотрудником четко определять проблему, а потом предлагать несколько путей ее устранения;
- проводить дисциплинарную беседу в уединенном месте;
- добиваться коллективного согласия относительно правил и процедур наказания сотрудников.
В результате руководители, прошедшие такой тренинг, чувствуют большую самоэффективность в поддержании дисциплины и действуют более справедливо, чем те, кто не участвовал в программе.
Третья тренинговая программа (Greenberg, 2006) посвящена межличностной справедливости. Основными формами работы в ней являются мини-лекции, анализ конкретных случаев, ролевые игры и групповые дискуссии. Медсестры, чьи руководители прошли такой тренинг, испытывают меньше проблем со сном, чем те, чей руководитель не прошел его.
Таким образом, результаты исследований процедурной справедливости в организации имеют большое практическое значение.
Литература
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