Organizational Justice and Human Resource ManagementWhy are some acts, but not others, perceived to be fair? How do people who experience unfairness respond toward those held accountable for the unfairness? Organizational Justice and Human Resource Management reviews the theoretical organizational justice literature and explores how the research on justice applies to various topics in organizational behavior, including personnel selection systems, performance appraisal, and the role of fairness in resolving workplace conflict. Authors Robert Folger and Russell Cropanzano introduce a framework of organizational justiceùFairness Theoryùthat integrates previous work in this area by focusing on accountability for events with negative impact on material or psychological well-being. The book concludes with a chapter highlighting those topics that represent promising future directions for research. Researchers, scholars, and doctoral-level students in human resources, organizational behavior, and ethics will find this a timely, thought-provoking resource. |
From inside the book
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Page vii
... , and Grievance Systems 133 7. Toward a General Theory of Fairness 173 8. Future Directions 197 References 236 Author Index Subject Index About the Authors 264 272 277 Introduction to the Series The title of this series , Contents.
... , and Grievance Systems 133 7. Toward a General Theory of Fairness 173 8. Future Directions 197 References 236 Author Index Subject Index About the Authors 264 272 277 Introduction to the Series The title of this series , Contents.
Page xxv
... fairness is of great concern to people . In this preface , we have suggested that people's interest in justice ... theory of fairness and a discussion of emerging directions for future theory and research . Notes 1. In this section , we ...
... fairness is of great concern to people . In this preface , we have suggested that people's interest in justice ... theory of fairness and a discussion of emerging directions for future theory and research . Notes 1. In this section , we ...
Page 1
... fairness of outcomes . Human resources management has administrative responsibility for a number of outcomes that ... theory of inequity in social exchange ( Adams , 1965 ) . An Example of Reactions to Pay Imagine the scene at 1 Chapter 1 - ...
... fairness of outcomes . Human resources management has administrative responsibility for a number of outcomes that ... theory of inequity in social exchange ( Adams , 1965 ) . An Example of Reactions to Pay Imagine the scene at 1 Chapter 1 - ...
Page 3
... fairness itself ; employees might think that seniority should count toward higher wages , for example , whereas ... theory's understanding of reactions to outcomes ) . Estimates of coworkers ' performance constitute another source of ...
... fairness itself ; employees might think that seniority should count toward higher wages , for example , whereas ... theory's understanding of reactions to outcomes ) . Estimates of coworkers ' performance constitute another source of ...
Page 5
... theory of inequity , Adams ( 1965 ) used an algebraic expression to indicate how someone might evaluate the fairness of pay , benefits , promotions , and the like . Any compensation for labor represents something provided to an employee ...
... theory of inequity , Adams ( 1965 ) used an algebraic expression to indicate how someone might evaluate the fairness of pay , benefits , promotions , and the like . Any compensation for labor represents something provided to an employee ...
Contents
1 | |
Chapter 2 Process as Procedural and Interactional Justice | 25 |
Chapter 3 Two Theoretical Syntheses | 50 |
On the Horns of a Justice Dilemma? | 81 |
Test and Trial Metaphors | 108 |
Social Accounts Third Parties and Grievance Systems | 133 |
Chapter 7 Toward a General Theory of Fairness | 173 |
Chapter 8 Future Directions | 197 |
References | 236 |
Author Index | 264 |
Subject Index | 272 |
About the Authors | 277 |
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Common terms and phrases
actions Agent applicants aspects behavior Bies causal chapter cognitive cognitive distortion cognitive-abilities tests concepts conduct conflict consequences considered context counterfactual Cropanzano decision maker discussion disputants distributive justice drug testing effects employees equity equity theory evaluations evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg harm impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Konovsky layoff less Lewis Lind mediation Michael Lewis moral motives negative norms noted obligations organization Organizational Behavior organizational justice outcomes participants perceived fairness perceptions performance appraisal person perspective positive potential procedural fairness procedural justice process control psychological contract Psychology psychometric ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection self-interest Shapiro smoking ban social accounts someone subordinates suggests supervisor tend Thibaut and Walker third party tions treated Tyler unfair validity voice workplace