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
Results 1-5 of 31
Page 2
... Lewis , the author of Liar's Poker ( 1989 ) , described the salary announcement and his initial reactions to it in ... Lewis's initial and later reactions to his pay . Some Basics of Inequity Theory Adams ( 1965 ) couched his theory of ...
... Lewis , the author of Liar's Poker ( 1989 ) , described the salary announcement and his initial reactions to it in ... Lewis's initial and later reactions to his pay . Some Basics of Inequity Theory Adams ( 1965 ) couched his theory of ...
Page 3
... Lewis as he began evaluating his pay increase . In initially concluding that his new salary " was certainly more than I was worth in the abstract , " he assessed his " worth " in terms of possible criteria such as what he " had ...
... Lewis as he began evaluating his pay increase . In initially concluding that his new salary " was certainly more than I was worth in the abstract , " he assessed his " worth " in terms of possible criteria such as what he " had ...
Page 4
... Lewis might have been encouraged to treat 1st - year traders and salespeople at Salomon Brothers as a reference group because of the managing director's comment that Lewis had outperformed all others ( past and present ) during their ...
... Lewis might have been encouraged to treat 1st - year traders and salespeople at Salomon Brothers as a reference group because of the managing director's comment that Lewis had outperformed all others ( past and present ) during their ...
Page 5
... Lewis at the same time as he did . When the managing director referred to Lewis's 1st year as better than anyone else's , that statement implied differential inputs between Lewis and other trainees . Using arbitrarily as- signed numbers ...
... Lewis at the same time as he did . When the managing director referred to Lewis's 1st year as better than anyone else's , that statement implied differential inputs between Lewis and other trainees . Using arbitrarily as- signed numbers ...
Page 6
... Lewis described an intrapersonal compari- son that even goes beyond the range of illustrations Adams mentioned . Lewis ( 1989 ) described a comparison between pay announced at the time of his conversation with the managing director and ...
... Lewis described an intrapersonal compari- son that even goes beyond the range of illustrations Adams mentioned . Lewis ( 1989 ) described a comparison between pay announced at the time of his conversation with the managing director and ...
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