Scale
To what extent . . .
1.   Are you encouraged to voice any concerns to your superiors?
2.   Are evaluations of your performance generally based on accurate information?
3.   Do you have opportunities to correct mistakes in the way your job performance is assessed?
4.    Do the rewards you receive (e.g., pay raises, recognition) reflect your relative contributions to the
company?
5.   When people in your company are reprimanded, does the punishment received fit the crime?
6.   Do the best people in the company receive the most recognition for their accomplishments?
7.   Does your supervisor treat you in a polite manner?
8.   Does your superior demonstrate respect and dignity in the way he or she regularly treats you?
9.   Is your superior unlikely to make rude and demeaning statements?
10.   Does your superior communicate news to you in an open and unbiased fashion?
11.   Does your superior share important information in a timely manner?
12.   Is your superior likely to explain his or her decisions to you in a clear and thorough fashion?
Scoring
1. Add your responses to questions 1, 2, and 3. This is your procedural justice score.
2. Add your responses to questions 4, 5, and 6. This is your distributive justice score.
3. Add your responses to questions 7, 8, and 9. This is your interpersonal justice score.
4. Add your responses to questions 10, 11, and 12. This is your informational justice score.
5. For each score, higher numbers (e.g., 12–15) reflect higher perceived amounts of the type of fairness in
question, whereas lower scores (e.g., 3–6) reflect lower perceived amounts of that type of fairness.
Discussion Questions
1. With respect to what particular type of fairness did you score highest? What specific experiences con-
tributed to this assessment?
2. With respect to what particular type of fairness did you score lowest? What specific experiences contrib-
uted to this assessment?
3. What kinds of problems resulted from any violations of any type of organizational justice you may have
Experienced? What could have been done to avoid these violations?
Group Exercise
ANALYZING AN ETHICAL DILEMMA
More often than you might imagine, managers confront situations in which they have to decide the right
Thing to do. Such “ethical dilemmas,” as they are known, are usually quite challenging. Discussing ethical
Dilemmas with others is often a useful way of shedding light on the ethical path by identifying ethical con-
Side rations that you may have overlooked on your own. This exercise will give you an opportunity to analyze
an ethical dilemma.
Directions
1. Divide the class into multiple groups of three or four students.
2. Read the following ethical dilemma.
3. working together with the others in your group, analyze the dilemma by answering the following questions:
a. As the president in this situation, what do you think you would do? What factors enter into your decision?
b. What do you think would be the right thing to do? Explain the basis for your answer.

Scale
To what extent . . .
1.   Are you encouraged to voice any concerns to your superiors?
2.   Are evaluations of your performance generally based on accurate information?
3.   Do you have opportunities to correct mistakes in the way your job performance is assessed?
4.    Do the rewards you receive (e.g., pay raises, recognition) reflect your relative contributions to the
company?
5.   When people in your company are reprimanded, does the punishment received fit the crime?
6.   Do the best people in the company receive the most recognition for their accomplishments?
7.   Does your supervisor treat you in a polite manner?
8.   Does your superior demonstrate respect and dignity in the way he or she regularly treats you?
9.   Is your superior unlikely to make rude and demeaning statements?
10.   Does your superior communicate news to you in an open and unbiased fashion?
11.   Does your superior share important information in a timely manner?
12.   Is your superior likely to explain his or her decisions to you in a clear and thorough fashion?
Scoring
1. Add your responses to questions 1, 2, and 3. This is your procedural justice score.
2. Add your responses to questions 4, 5, and 6. This is your distributive justice score.
3. Add your responses to questions 7, 8, and 9. This is your interpersonal justice score.
4. Add your responses to questions 10, 11, and 12. This is your informational justice score.
5. For each score, higher numbers (e.g., 12–15) reflect higher perceived amounts of the type of fairness in
question, whereas lower scores (e.g., 3–6) reflect lower perceived amounts of that type of fairness.
Discussion Questions
1. With respect to what particular type of fairness did you score highest? What specific experiences con-
tributed to this assessment?
2. With respect to what particular type of fairness did you score lowest? What specific experiences contrib-
uted to this assessment?
3. What kinds of problems resulted from any violations of any type of organizational justice you may have
Experienced? What could have been done to avoid these violations?
Group Exercise
ANALYZING AN ETHICAL DILEMMA
More often than you might imagine, managers confront situations in which they have to decide the right
Thing to do. Such “ethical dilemmas,” as they are known, are usually quite challenging. Discussing ethical
Dilemmas with others is often a useful way of shedding light on the ethical path by identifying ethical con-
Side rations that you may have overlooked on your own. This exercise will give you an opportunity to analyze
an ethical dilemma.
Directions
1. Divide the class into multiple groups of three or four students.
2. Read the following ethical dilemma.
3. working together with the others in your group, analyze the dilemma by answering the following questions:
a. As the president in this situation, what do you think you would do? What factors enter into your decision?
b. What do you think would be the right thing to do? Explain the basis for your answer.

Scale
To what extent . . .
1.   Are you encouraged to voice any concerns to your superiors?
2.   Are evaluations of your performance generally based on accurate information?
3.   Do you have opportunities to correct mistakes in the way your job performance is assessed?
4.    Do the rewards you receive (e.g., pay raises, recognition) reflect your relative contributions to the
company?
5.   When people in your company are reprimanded, does the punishment received fit the crime?
6.   Do the best people in the company receive the most recognition for their accomplishments?
7.   Does your supervisor treat you in a polite manner?
8.   Does your superior demonstrate respect and dignity in the way he or she regularly treats you?
9.   Is your superior unlikely to make rude and demeaning statements?
10.   Does your superior communicate news to you in an open and unbiased fashion?
11.   Does your superior share important information in a timely manner?
12.   Is your superior likely to explain his or her decisions to you in a clear and thorough fashion?
Scoring
1. Add your responses to questions 1, 2, and 3. This is your procedural justice score.
2. Add your responses to questions 4, 5, and 6. This is your distributive justice score.
3. Add your responses to questions 7, 8, and 9. This is your interpersonal justice score.
4. Add your responses to questions 10, 11, and 12. This is your informational justice score.
5. For each score, higher numbers (e.g., 12–15) reflect higher perceived amounts of the type of fairness in
question, whereas lower scores (e.g., 3–6) reflect lower perceived amounts of that type of fairness.
Discussion Questions
1. With respect to what particular type of fairness did you score highest? What specific experiences con-
tributed to this assessment?
2. With respect to what particular type of fairness did you score lowest? What specific experiences contrib-
uted to this assessment?
3. What kinds of problems resulted from any violations of any type of organizational justice you may have
Experienced? What could have been done to avoid these violations?
Group Exercise
ANALYZING AN ETHICAL DILEMMA
More often than you might imagine, managers confront situations in which they have to decide the right
Thing to do. Such “ethical dilemmas,” as they are known, are usually quite challenging. Discussing ethical
Dilemmas with others is often a useful way of shedding light on the ethical path by identifying ethical con-
Side rations that you may have overlooked on your own. This exercise will give you an opportunity to analyze
an ethical dilemma.
Directions
1. Divide the class into multiple groups of three or four students.
2. Read the following ethical dilemma.
3. working together with the others in your group, analyze the dilemma by answering the following questions:
a. As the president in this situation, what do you think you would do? What factors enter into your decision?
b. What do you think would be the right thing to do? Explain the basis for your answer.