Explore how perceptions of fairness shape workplace dynamics and impact Equality, Diversity, and Inclusion (EDI) initiatives.
The Importance of Fairness
Fairness. It is a word that carries weight, expectation, and often, contention. We speak of it regularly, but how often do we pause to understand its impact on our workplaces and the lives that are shaped by it?
How many of us know what it really means?
Fairness goes beyond abstract ideals; it plays a fundamental role in shaping how we interact with one another and perceive the world around us. When people believe they are treated fairly, trust is fostered, cooperation flourishes, and engagement deepens. However, when the perception of fairness falters, and people feel they have been treated unjustly, the outcome is often a fractured workplace marked by resentment, disengagement, and even outright hostility.
Perception Matters: Fairness is not a simple, objective truth; it is a perception shaped by experiences, emotions, and the social context in which we operate.
Fairness is a deeply rooted expectation, one that shapes how we interact, how we work, and how we respond to change. Yet fairness is not a simple, objective truth; it is a perception shaped by experiences, emotions, and the social context in which we operate.
Trust and Engagement
When employees perceive their workplace as fair, trust flourishes, and engagement deepens.
Mistrust and Division
When fairness is questioned, mistrust can take root, creating divisions that undermine even the best-intentioned efforts, particularly in the realm of Equality, Diversity, and Inclusion (EDI).
So, let’s look to the science; organisational justice provides a robust framework for this exploration, grounded in theories that delve into why fairness matters and how people judge it.
Theories of Fairness
At the heart of organisational justice are multiple theories that seek to explain how people perceive fairness. These theories go beyond abstract concepts; they offer practical insights into why employees react as they do to workplace policies and practices. Among these theories, fairness heuristic theory stands out as particularly relevant to understanding the dynamics of EDI.
Fairness Heuristic Theory
Fairness Heuristic Theory suggests that people often rely on quick, mental shortcuts, known as heuristics, to judge whether they can trust an authority figure, a policy, or an institution. In complex organisational settings, it is impractical for employees to evaluate every decision or outcome in detail. Instead, they use these heuristics to make rapid, intuitive judgments about fairness.
For example, if an employee sees that management consistently treats people with respect and makes decisions transparently, they will likely assume that future decisions will also be fair. Conversely, one experience of perceived injustice can lead to long-lasting mistrust.
Fairness Heuristic Theory proposes that we make these shortcuts early in our interaction with the organisation, developing a lens through which to access other organisational behaviour. However significant events can change this lens later on down the line.
This theory is particularly important in the context of EDI. If an organisation rolls out an EDI initiative but fails to communicate its rationale or address employees’ concerns, it may be perceived as unfair, even if designed with the best intentions. Perceptions are not merely shaped by what policies aim to achieve, not even by how they are implemented and communicated. Much of the time, the underlying sense employees have of that environment, their perception of fairness, shapes their response.
This means we must understand how our employees feel about fairness within our organisations. If we don’t, we risk, at best, a lack of adherence to the process and, at worst, resistance, backlash and even sabotage.
Equity Theory
Equity Theory further enriches our understanding by focusing on the balance between inputs (what employees bring to the workplace) and outputs (what they receive). Employees compare their ratio of inputs to outputs against those of their colleagues. If they perceive an imbalance, such as one group receiving preferential treatment, they may feel resentful. This theory explains why EDI initiatives, if perceived as favouring particular groups, can trigger resistance. People want to believe that rewards, opportunities, and recognition are distributed equitably.
The Impact of Fairness Perceptions
The perception of fairness, or lack thereof, has profound implications for EDI initiatives. Consider a company that introduces a programme to increase diversity in leadership roles. If this initiative is perceived as bypassing existing talent or unfairly favouring one group, it can lead to resentment and resistance, even if it is well justified by data and intended outcomes.
Supported Behaviors
When employees perceive fairness, they are likelier to engage in supported behaviours that align with and reinforce organisational goals. These behaviours include:
Collaboration and Engagement
Employees are more likely to collaborate across diverse teams, support new initiatives, and contribute to creating an inclusive culture.
Advocacy
Fairness perceptions can turn employees into advocates for EDI policies, championing their success within and beyond the organisation.
Trust-Building
Fair treatment strengthens trust in leadership and colleagues, enhancing morale and cohesion.
Deviant behaviours
On the other hand, perceptions of unfairness can lead to deviant behaviours and actions that actively undermine organisational goals. These behaviours may manifest in several ways:
Resistance and Sabotage
Employees who perceive EDI initiatives as unfair may resist or sabotage these efforts. This can include openly criticising initiatives, refusing to participate, or subtly undermining their success.
Withholding Effort
When fairness is questioned, employees may withdraw discretionary effort, reducing productivity and collaboration. This disengagement stems from a belief that their contributions are undervalued or that others are unfairly advantaged.
Hostility and Backlash
Perceived unfairness can breed hostility toward policies and those perceived to benefit from them, creating a toxic work environment marked by tension and conflict.
How do employees decide if an organisation is fair?
Equity Theory further enriches our understanding by focusing on the balance between inputs (what employees bring to the workplace) and outputs (what they receive). Employees compare their ratio of inputs to outputs against those of their colleagues. If they perceive an imbalance, such as one group receiving preferential treatment, they may feel resentful. This theory explains why EDI initiatives, if perceived as favouring particular groups, can trigger resistance. People want to believe that rewards, opportunities, and recognition are distributed equitably. This doesn’t mean that we should abandon EDI work; it means that we need to build perceptions of fairness into our EDI work.
How Perceptions of Fairness Influence EDI Efforts
The perception of fairness, or lack thereof, has profound implications for EDI initiatives. Consider an example where a company introduces a programme to increase diversity in leadership roles. If this initiative is perceived as bypassing existing talent or unfairly favouring one group, it can lead to resentment and resistance, even if it is well justified by data and intended outcomes. This is where social comparison theory comes into play. Employees constantly compare themselves to their peers, and when they perceive that others are gaining unfair advantages, their sense of injustice is heightened.
Navigating Perceptions with Fairness in Mind
The path to building inclusive workplaces is not linear. It requires a thoughtful approach that considers how fairness is perceived at every level. This means engaging with employees to understand their concerns, communicating transparently about decisions, and demonstrating fairness in everyday interactions. Policies alone do not create change, perceptions do. And those perceptions are shaped by every interaction, every decision, and every signal that leaders send.
The Road Ahead
Fairness is not a fixed destination; it is an ongoing journey that requires reflection, engagement, and a willingness to listen. By grounding EDI initiatives in an understanding of organisational justice and the theories that shape perceptions, we can create workplaces where everyone feels valued and respected.
In our next discussion, we will delve deeper into how employees determine fairness, starting with distributive justice and then considering procedural and interactional justice in the weeks ahead. We will specifically look at how justice shapes the success or failure of EDI initiatives.
