ABSTRACT
This chapter highlights the role of fairness for managing interpersonal conflicts in the workplace. The basic idea is that fairness promotes cooperative conflict management. Fairness concerns involve distributive and procedural aspects, independent of and in interaction. The chapter explores that there is substantial empirical evidence supporting the contention that fairness affects employees' attitudes and behaviors toward organizations. It discusses the social justice literature, two major types of justice judgments. Distributive justice refers to the perceived fairness of the final shape or the outcome of a resource allocation event, while procedural justice pertains to the way in which the final allocation is accomplished. The chapter examines the cooperation in interpersonal conflicts means taking your own as well your opponent's point of view into consideration. In conclusion as fairness predicts a great number of organizational outcomes advance knowledge of how different conflict management strategies are perceived in terms of fairness under various conditions of organizational justice.
