Procedural Justice in Negotiation: Procedural Fairness, Outcome Acceptance, and Integrative Potential

Two correlational studies test the hypothesis that procedural justice, or fairness of process, plays a role in acceptance of agreements reached through bilateral negotiation. Both studies test the relationship between the fairness of the process used to resolve a dispute, objective monetary outcomes, subjective assessments of outcome favorability, and subjective assessments of outcome fairness. Additionally, the second study tests the hypothesis that negotiations characterized by greater procedural justice result in more potential for integrative bargaining. The results suggest that procedural justice encourages the acceptance of negotiated agreements, as well as leading to the opportunity for increased integrative bargaining.     

Why procedural justice in organizations?

This article reviews the existing research and theory on procedural justice and considers how it may be applied to the study of organizational behavior. It begins by distinguishing between the concepts of distributive justice and procedural justice and noting the historical contexts within which they emerged. Existing conceptual contributions and the research inspired by them are reviewed. The few existing studies applying procedural justice notions to organizational contexts are summarized, and the contributions of the articles to the present issue of this journal are reviewed relative to these efforts. The article closes by discussing the dual benefits of studying procedural justice in organizations: the enhanced understanding of the concept of justice and the behavior of people in organizations.