According to the "Fairness Barometer", the German population considers consideration, respect and justice to be the most important aspects of fairness. According to the "Fairness Barometer 2008" (representative survey at the end of 2007), not even 40% of the population consider employers and companies to be "rather fair" or "very fair". Half of citizens consider employers and companies to be unfair.
Studies have shown that unfair conditions within companies contribute to increased absenteeism, increased theft and turnover. Fair conditions, on the other hand, increase work performance, affective commitment, identification with the company and innovative behavior.
In principle, anyone can become the target of unfair attacks.
To prevent this from happening in the first place, fairness should be established as an essential leadership skill.
This requires a comprehensive concept in which the following should be documented, among other things: the relationship between superiors and employees as the key to management success, clear rules for resolving conflicts, a functioning complaint management system and the immediate sanctioning of unfair behavior.
Fairness is also expected from the company and its employees towards new entrants/interns (pay!), customers and business partners as well as towards the public.

See also:
Corporate culture; working atmosphere; conflict management; mediation; motivation; social skills; leadership skills; work stress; integration of people with disabilities; diversity management; data protection; code of conduct; contract culture
Reference to QET guidelines:
Q01 Leadership skills; Q02 Social skills; Q07 Human resources management; E01 Business ethics; E17 Compliance; E03 Diversity; E07 Stress prevention; E08 Remuneration; E11 Participation; E12 Women's quota; E13 50+ E14 Inclusion; E15 Reintegration; T01 Guidelines; T02 CI; T07 Target agreements; T08 Conflict management; T09 Error culture
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