The Reason People Leave their Boss and Not their Job: Interactional Justice

An Inclusive organisation is a fair organisation

But Fair is not just one thing

A useful way to think about fairness is Interactional Justice

It’s an inclusion issue that you’ve never heard of

But it explains why  people leave their Boss and not their job

Get your pen and paper ready because we’re going to be talking about the importance of Interactional justice

In todays show we discuss several things including:

  • The Importance Of Interactional Justice
  • Two Types of Interactional Justice
  • How Manners are related to Justice and much more

Here’s some of what I share in the show:

Interactional Justice  is about people not just procedures

“When we talk about interactional justice, it’s useful not to think in terms of procedures, it’s useful to think in terms of people.Are people treated fairly by other people? More specifically, how are people behaving?”

Interactional Justice is about how people are treated

“Think of interactional justice as a way of describing the interactions between those who have power and those who do not. Interactional justice is determined by the behavior of supervisors, managers, leaders”

Interactional justice explains why people leave their jobs

“Have you ever heard the phrase, people don’t leave an organisation, they leave their Boss?  That can be explained by a lack of interactional justice”

SHOWNOTES

The Role of Justice in Organizations: A Meta-Analysis

Procedural Justice

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences