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. |
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Page xiii
... suggest that an act can be good without being fair ( or unfair ) . For example , Aristotle believed that a good person should live a life of temperance or moderation . By that view , a drunkard or hedonist is not a righteous person ...
... suggest that an act can be good without being fair ( or unfair ) . For example , Aristotle believed that a good person should live a life of temperance or moderation . By that view , a drunkard or hedonist is not a righteous person ...
Page xvi
... suggest that a person who does not consider fairness should be separated from the rest of us by means of incarceration . Why Justice ? All of these observations point to the pervasiveness of justice consider- ations in human endeavors ...
... suggest that a person who does not consider fairness should be separated from the rest of us by means of incarceration . Why Justice ? All of these observations point to the pervasiveness of justice consider- ations in human endeavors ...
Page xxv
... suggest that it can also make sense to distinguish between ( a ) structural features designed for procedures ( e.g. , formal mechanisms for meeting Leventhal's procedural criteria , such as an institutionalized appeals board ) and ( b ) ...
... suggest that it can also make sense to distinguish between ( a ) structural features designed for procedures ( e.g. , formal mechanisms for meeting Leventhal's procedural criteria , such as an institutionalized appeals board ) and ( b ) ...
Page 4
... suggests that people's perceptions about the fairness of a social exchange are influenced by what they consider to be the normatively appropriate rate of return for that type of exchange . That normative rate becomes the criterion used ...
... suggests that people's perceptions about the fairness of a social exchange are influenced by what they consider to be the normatively appropriate rate of return for that type of exchange . That normative rate becomes the criterion used ...
Page 20
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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