Poor organisational justicePoor organisational justice

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Poor organisational justice

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined with other hazards. Some hazards may only create risks on their own when severe. Consider all hazards present and the circumstances to determine what is reasonably practicable to manage the risks.

Poor organisational justice may include:

\- failing to treat workers’ information sensitively or maintain their privacy (e.g. having performance discussions in front of others or using information for a purpose it was not disclosed for)
\- policies or procedures that are unfair, biased or applied inconsistently (e.g. promotion based on favouritism, or applying disciplinary policies inconsistently or discriminatorily)
\- penalising workers for things outside their control (e.g. for not producing a sufficient number of products when they did not have access to the required materials)
\- failing to recognise or accommodate the reasonable needs of workers (e.g. failing to provide an accessible workplace)
\- discriminating against particular groups or not applying policies fairly to some groups
\- failing to appropriately address (actual or alleged) underperformance, inappropriate or harmful behaviour, or misconduct (e.g. not investigating allegations of sexual harassment or not providing procedural justice for workers accused of bullying)
\- allocating work, shifts and opportunities in a discriminatory or unfair way (e.g. giving ‘good’ shifts based on friendships with supervisor), or
\- no or inadequate processes for making decisions affecting workers (e.g. policies and processes do not set out the key considerations for disciplinary decisions).