WHAT MOTIVATES FAIRNESS - THE ROLE OF SUBORDINATE ASSERTIVE-BEHAVIOR ON MANAGERS INTERACTIONAL FAIRNESS

This study investigated the proposition that a subordinate's communica tion style can affect a manager's fairness behavior during decision ma king and, consequently, can affect the subordinate's attitudes toward the decision, manager, and organization. Two studies were conducted to test these propositions in the context of performance appraisal decis ions. First, a laboratory study demonstrated that appraisers engage in more interactionally fair behavior when interacting with an assertive appraisee than with an unassertive appraisee. Second, a quasiexperime ntal field design showed that training employees on assertiveness, whe n coupled with self-appraisal, is associated with positive attitudes t oward the appraisal and trust in the manager. Implications for underst anding the causes of fair behavior and improving the fairness of decis ions are discussed.