make recommendations and specific plans based on organization justice and pay cuts (more 600 word)

a The Task Professor Gallant knows that she has a unique opportunity. She cannot afford to mess up. Her 2880 students have a chance to demonstrate, in a field setting, that adequate explanations of a bad outcome (e.g., a pay cut) reduce negative reactions to it. Furthermore, she has to consider the concerns of Aerospace Inc. and its employees. Finally, as a scientist (and with an eye on producing a top-level research paper), she must try to draw defensible causal inferences, which is typically a challenge in field studies. Arsenault assigns her research team to leam about organizational justice and design an experiment or quasi-experiment with these thoughts in mind. Mr. Auburn is expecting the team's research proposal by the deadline. You are that team - good luck! olane. Used WE HOT permTOR IM Introduction Dr. Gina Gallant, Assistant Professor of Organizational Behaviour, was thrilled. She had just finished a virtual meeting with Kent Auburn, CEO of Aerospace Inc., a manufacturing firm headquartered in Glenwood, Washington (near Seattle). Auburn had told Dr. Gallant that he would give her students the opportunity to conduct a field experiment to test aspects of organizational justice/fairness theory in exchange for helping the company with communicating a pay cut. Such opportunities were rare, and as un emerging researcher on workplace justice, Gallant could not help but be excited about this opportunity. Soon, however, Gallant's excitement turned to tension. Her Business 2880 student team now had to develop a design for a field experiment (or quasi-experiment) that satisfied both her high academic standards and the company's objectives Employee Theft Employee theft is considered a serious problem among HR managers. While it is difficult to establish exact figures for employee theft (for example, in stores, it is not easy to distinguish between shrinkage due to employee theft versus customer shoplifting), losses attributed to employee theft have been estimated at $40 billion per year in the US, though other estimates range from $6 billion to $200 billion annually. The results of a 1997 study suggest that about 50% of all employees engage in some form of employee theft