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 xii
... treated fairly or unfairly . In the course of writing this book , we have reviewed a vast body of literature indicating that justice is an important motivator for working people . We will show that when individuals perceive a lack of ...
... treated fairly or unfairly . In the course of writing this book , we have reviewed a vast body of literature indicating that justice is an important motivator for working people . We will show that when individuals perceive a lack of ...
Page xiii
... treated interpersonally ( Bies & Tripp , 1995a , 1995b ) . When no outcomes are being assigned and when there are no pro- cesses for assigning them ( i.e. , no one is interacting ) , then justice becomes moot . When people interact ...
... treated interpersonally ( Bies & Tripp , 1995a , 1995b ) . When no outcomes are being assigned and when there are no pro- cesses for assigning them ( i.e. , no one is interacting ) , then justice becomes moot . When people interact ...
Page xiv
... treated us " unfairly , " we mean that he or she has violated some ethical standard ( s ) regarding moral behavior . That person has not treated us as we believe people “ should ” be treated . From this introduction , it is probably ...
... treated us " unfairly , " we mean that he or she has violated some ethical standard ( s ) regarding moral behavior . That person has not treated us as we believe people “ should ” be treated . From this introduction , it is probably ...
Page xv
... treated by others . It should come as no surprise to learn that scholars of all stripes and eras have been concerned ... treat other people and how resources should be allocated . The myths and folklore of every culture also contain at ...
... treated by others . It should come as no surprise to learn that scholars of all stripes and eras have been concerned ... treat other people and how resources should be allocated . The myths and folklore of every culture also contain at ...
Page xvi
... 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 the " why " question . This preface will approach the matter broadly ...
... 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 the " why " question . This preface will approach the matter broadly ...
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