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
... 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 fairness , their ...
... 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 fairness , their ...
Page xiii
... 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 . People who consider excessive drinking to be bad , however ...
... 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 . People who consider excessive drinking to be bad , however ...
Page xiv
... unfair . When we say that someone has 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 ...
... unfair . When we say that someone has 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 ...
Page xv
... unfair ? A philosopher might say yes or no , depending on his or her ethical inclinations . For example , the individual who strongly believed in the doctrine of employment at will would see the company as the personal property of the ...
... unfair ? A philosopher might say yes or no , depending on his or her ethical inclinations . For example , the individual who strongly believed in the doctrine of employment at will would see the company as the personal property of the ...
Page xvi
... unfair situations , it is difficult to envision a social world in which justice would not even be a consideration . We know unfairness because it violates our sense of what is fair . Anything else would require us to imagine a world in ...
... unfair situations , it is difficult to envision a social world in which justice would not even be a consideration . We know unfairness because it violates our sense of what is fair . Anything else would require us to imagine a world in ...
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