An integrative conceptualization of organizational compassion and organizational justice: a sensemaking perspective

• Author: Khuram Shahzad,Alan R. Muller
• DOI: http://doi.org/10.1111/beer.12112
• Published date: 01 April 2016
• Date: 01 April 2016

An integrative

conceptualization of

organizational compassion and

organizational justice: a

sensemaking perspective

Khuram Shahzad

1

and Alan R. Muller

2

1. Department of Management, School of Business & Economics, University of Management & Technology,Lahore, Pakistan

2. Faculty of Economics and Business, Universityof Groningen, Groningen, Netherla nds

Organizational scholars tend to view justice and compassion as incompatible. While both have important

functions in organizational life, compassion’s affective elements appear difficult to synthesize with the

reasoning and impartiality that underlie the concept of justice. We draw on theoretical arguments from the

sensemaking perspective to argue that we can integrate organizational compassion and organizational justice

conceptually because both are inherently dynamic processes that rely on emotional and cognitive components,

and both are shaped by the social context of the organization. Based on this integrative conceptualization, we

propose a construct we call ‘compassionate organizational justice’, in which compassion becomes an integral

element of an organization’s justice requirements and members’ fairness perceptions, and that those justice

perceptions in turn inform future instances of organizational compassion.

Introduction

In recent years, researchers have increasingly

acknowledged that organizational members experi-

ence suffering, and that such experiences have an

enduring effect on organizational outcomes (Rynes

et al. 2012). Expressions of compassion, or actions

aimed at alleviating another’s pain, can be effective

in helping organizational members cope with such

suffering and associated distress (Eddington 2010,

Madden et al. 2012). When organizations incorpo-

rate compassion systematically into their organiza-

tional norms, values, and routines, organizational

members respond collectively to alleviate others’ suf-

fering and associated pain (Kanov et al. 2004, Dut-

ton et al. 2006). The feelings of trust, belonging, and

being cared for at work that result from organiza-

tional compassion lead to positive organizational

outcomes such as increased commitment, lower turn-

over, enhanced performance, and social cohesion

(Dutton et al. 2002, Cameron et al. 2004, Madden

et al. 2012).

In contrast, other scholars tend to be critical of

compassion due to its perceived incompatibility with

the notion of organizational justice (Whitebrook

2002, Berlant 2004). They have associated organiza-

tional justice, or employees’ perceptions of how

fairly others treat them at work, with positive organi-

zational outcomes such as higher organizational pro-

ductivity and commitment, and stronger social

relationships (Rupp & Cropanzano 2002, Baker

V

C2016 John Wiley & Sons Ltd, 9600 Garsington Road,

Oxford OX4 2DQ, UK and 350 Main St, Malden, MA 02148, USA

doi: 10.1111/beer.12112

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Business Ethics: A European Review

Volume 25 Number 2 April 2016