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 57
Page xvii
... Chapter 4 in this volume ) . In addition , we can also choose to modify the collectives of which we are already a part . For example , the size of a corporation might be expanded in order to boost manufacturing efficiency ( Fukuyama ...
... Chapter 4 in this volume ) . In addition , we can also choose to modify the collectives of which we are already a part . For example , the size of a corporation might be expanded in order to boost manufacturing efficiency ( Fukuyama ...
Page xxv
... chapters . Chapter 1 examines distributive justice , and Chapter 2 examines procedural justice . Chapter 3 not only introduces interactional justice but also tries to provide a preliminary conceptual synthesis for inter- preting how the ...
... chapters . Chapter 1 examines distributive justice , and Chapter 2 examines procedural justice . Chapter 3 not only introduces interactional justice but also tries to provide a preliminary conceptual synthesis for inter- preting how the ...
Page 1
... chapter , the fairness of outcomes . Human resources management has administrative responsibility for a number of ... chapter - the theory of inequity in social exchange ( Adams , 1965 ) . An Example of Reactions to Pay Imagine the scene ...
... chapter , the fairness of outcomes . Human resources management has administrative responsibility for a number of ... chapter - the theory of inequity in social exchange ( Adams , 1965 ) . An Example of Reactions to Pay Imagine the scene ...
Page 8
... chapter to the two other types discussed in the next . We see anger and aggression as themes that can integrate the psychology of outcome - centered perceptions ( distributive justice ) with the psychology of perceptions centered on ...
... chapter to the two other types discussed in the next . We see anger and aggression as themes that can integrate the psychology of outcome - centered perceptions ( distributive justice ) with the psychology of perceptions centered on ...
Page 9
You have reached your viewing limit for this book.
You have reached your viewing limit for this book.
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 |
Other editions - View all
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