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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... AND HUMAN RESOURCE MANAGEMENT Robert Folger and Russell Cropanzano RECRUITING EMPLOYEES : Individual and Organizational Perspectives Alison E. Barber Robert Folger Russell Cropanzano Organizational Justice and Human Resource Management.
... AND HUMAN RESOURCE MANAGEMENT Robert Folger and Russell Cropanzano RECRUITING EMPLOYEES : Individual and Organizational Perspectives Alison E. Barber Robert Folger Russell Cropanzano Organizational Justice and Human Resource Management.
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... employees with greater seniority , more experience , and better performance records . Was this promotion unfair ? A philosopher might say yes or no , depending on his or her ethical inclinations . For example , the individual who ...
... employees with greater seniority , more experience , and better performance records . Was this promotion unfair ? A philosopher might say yes or no , depending on his or her ethical inclinations . For example , the individual who ...
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... employees receive as part of their exchange relationship with employers . For example , human resources managers commonly have some oversight in employee outcome areas such as wage and salary administration . Supervisors also play a ...
... employees receive as part of their exchange relationship with employers . For example , human resources managers commonly have some oversight in employee outcome areas such as wage and salary administration . Supervisors also play a ...
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... Employees , for example , have an exchange relationship with employers . Em- ployees expend time and effort in working for employers ; in the language of equity , those are some of the contributions that employees 2 ORGANIZATIONAL JUSTICE.
... Employees , for example , have an exchange relationship with employers . Em- ployees expend time and effort in working for employers ; in the language of equity , those are some of the contributions that employees 2 ORGANIZATIONAL JUSTICE.
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... employees receive for working . Adams wanted to understand ( a ) when and why such exchanges might seem fair or unfair to employees ( the antecedents of perceived inequity ) and ( b ) what employees who felt unfairly treated might do ...
... employees receive for working . Adams wanted to understand ( a ) when and why such exchanges might seem fair or unfair to employees ( the antecedents of perceived inequity ) and ( b ) what employees who felt unfairly treated might do ...
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