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 2
... Salomon Brothers ' British offices . Lewis , the author of Liar's Poker ( 1989 ) , described the salary announcement and his initial reactions to it in the following terms : The managing director shuffled some papers in front of him ...
... Salomon Brothers ' British offices . Lewis , the author of Liar's Poker ( 1989 ) , described the salary announcement and his initial reactions to it in the following terms : The managing director shuffled some papers in front of him ...
Page 4
... Salomon Brothers as a reference group because of the managing director's comment that Lewis had outperformed all others ( past and present ) during their 1st year . Adams's comment about “ normative expectations ... based by observation ...
... Salomon Brothers as a reference group because of the managing director's comment that Lewis had outperformed all others ( past and present ) during their 1st year . Adams's comment about “ normative expectations ... based by observation ...
Page 5
... Salomon managing director said that Michael Lewis was paid more than anyone else in the same training class . Adams ( 1965 ) " assumed that the reference person or group will be one comparable to the comparer on one or more attributes ...
... Salomon managing director said that Michael Lewis was paid more than anyone else in the same training class . Adams ( 1965 ) " assumed that the reference person or group will be one comparable to the comparer on one or more attributes ...
Page 6
... imaginary amount in the future . " Salomon Brothers people in 1986 wanted their money now because it looked as if the firm were heading for disaster . Who knew what 1987 would bring ? " ( p . 203 ) . In 6 ORGANIZATIONAL JUSTICE.
... imaginary amount in the future . " Salomon Brothers people in 1986 wanted their money now because it looked as if the firm were heading for disaster . Who knew what 1987 would bring ? " ( p . 203 ) . In 6 ORGANIZATIONAL JUSTICE.
Page 7
... Salomon Broth- ers as his employer : The more they paid him , the less the firm kept toward net profit . As an illustration of an alternative arrangement , one possible three- party example could involve the previously mentioned ...
... Salomon Broth- ers as his employer : The more they paid him , the less the firm kept toward net profit . As an illustration of an alternative arrangement , one possible three- party example could involve the previously mentioned ...
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