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 xiv
... less fair , depending on which philosophical system one utilizes . For this reason , people vary in what they see as ethical behavior ( Hosmer , 1995 ; Jones , 1991 ) . For example , Rokeach ( 1973 ) argued that individuals who value ...
... less fair , depending on which philosophical system one utilizes . For this reason , people vary in what they see as ethical behavior ( Hosmer , 1995 ; Jones , 1991 ) . For example , Rokeach ( 1973 ) argued that individuals who value ...
Page xvi
... less synonymous with maintaining that people care about how they are treated by others . The roots of justice can be found in our inclination to affiliate with other people . With these observations in mind , we are now ready to answer ...
... less synonymous with maintaining that people care about how they are treated by others . The roots of justice can be found in our inclination to affiliate with other people . With these observations in mind , we are now ready to answer ...
Page xvii
... less conducts an empirical study . Rather , the cheetah evolved as a solitary stalker and the gray wolf as a pack hunter . Within each species , style shows little variance . By extension , rational considerations cannot ac- count for a ...
... less conducts an empirical study . Rather , the cheetah evolved as a solitary stalker and the gray wolf as a pack hunter . Within each species , style shows little variance . By extension , rational considerations cannot ac- count for a ...
Page xx
... less upset when a particular transaction does . not go our way . This affords us more confidence that outcomes will be distributed adequately in the future . Of course , it is difficult to monitor some transactions , and it is not ...
... less upset when a particular transaction does . not go our way . This affords us more confidence that outcomes will be distributed adequately in the future . Of course , it is difficult to monitor some transactions , and it is not ...
Page xxi
... less with their coworkers ( Pfeffer & Langton , 1993 ) , reduce work quality ( Cowherd & Levine , 1992 ) , steal ( Greenberg , 1990c ) , and expe- rience stress ( Zohar , 1995 ) . To state the matter starkly , distributive injustice ...
... less with their coworkers ( Pfeffer & Langton , 1993 ) , reduce work quality ( Cowherd & Levine , 1992 ) , steal ( Greenberg , 1990c ) , and expe- rience stress ( Zohar , 1995 ) . To state the matter starkly , distributive injustice ...
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