Most employees applying for a promotion do so with the understanding there is procedural justice in place, or a process that is fair when decisions are being considered regarding who should and should not receive the promotion. To help leaders make decisions there are two main models that can be followed.

The first decision model is a rational decision$-$making model that is based off an eight$-$step process. These eight steps lead the leader through several questions and the implementation process. The eight steps are identifying the problem, establishing decision criteria, weigh decision criteria, generate alternatives, evaluate alternatives, choose the best alternative, implement the decision and evaluate the decision. This process is beneficial when considering a potential candidate for management by evaluating the candidate by facts with supporting evidence. This process is rational but may not always work the way in which you intend. That is why you evaluate the decision once it is in motion. Which is one similarity between the rational model and the intuitive model for decision making. Intuitive decision making, the second model, is a $$complex form of reasoning based on past experiences, patterns, concepts, and other useful knowledge a leader has accumulated$($Soomo Learning, $2023).$ This is a gut instinct based on the potential the leader sees within the candidate not on factual evidence. No matter which decision$-$making model a leader follows, their intention is to hire the best candidate and to have the most positive outcome from that decision.

For this example of which manager to hire for the team lead of the SNHU Pet Supply online initiative I would recommend the rational decision$-$making model. I recommend this because it will walk the leader through the process of comparing the candidates to the position being considered. It will evaluate the candidates on the same criteria and will lead to the best candidate for the position. This will be the procedural justice of this decision.