The principle of corrective justice in managerial activities

The normative and descriptive ideas surrounding the culture of managerial decision-making exhibit gaps that derive from practical approaches in sociology. Addressing these gaps is contingent upon individuals’ understanding of social norms and normative behaviors, which raises several pertinent tasks: to discard the filter of subjective perception of justice as a normative regulator of societal relations, thereby avoiding negative motivations in the pursuit of “common” justice; to engage in the convergent field of theoretical research; to highlight the principle of corrective justice within managerial activities; and to elucidate why this principle serves as a compensatory response of the state. Using a convergent approach, we present a theoretical characterization of various aspects of justice and acknowledge the improbability of the existence of any single chosen approach in its “pure” form. The usage of multiple approaches enables researchers to garner more comprehensive insights into the object of study. In this context, the author has selected a theoretical trajectory for scientific inquiry and proposes a convergent interpretation of the conceptual framework employed within this research. This involves stimulating empirical investigation into the examined topic, wherein the principle of corrective justice - reacting negatively to managerial decisions perceived as unjust - corresponds with a substitution for distributive justice, which offers greater benefits to individuals and society than its associated costs.