Organizational Justice and Human Resource Management
Robert G. Folger, Russell Cropanzano, Professor of Management and Entrepreneurship Russell Cropanzano
SAGE Publications, Apr 9, 1998 - Business & Economics - 278 pages
Why are some acts but not others perceived to be fair? How do people who experience unfairness respond toward others held accountable for the unfairness? This book reviews the theoretical organizational justice literature and explores how the research on justice applies to various topics in organizational behaviour including personnel selection systems, performance appraisal and the role of fairness in resolving workplace conflict.
Organizational Justice and Human Resource Management considers justice in organizations within a new framework - Fairness Theory - which integrates previous work in this area by focusing on accountability for events with negative impact on material and psychological well-being.
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When drug screening utilizes procedurally fair techniques , individuals tend to
react much more positively ( Konovsky & Cropanzano , 1991 ) . This general
observation has been supported in a variety of studies , offering employers
This finding was qualified somewhat by Cropanzano and Konovsky ( 1995 ) .
These latter authors found that voice was more important to the extent that the
drugtesting program was being used to administer very negative outcomes , such
Hillsdale , NJ : Lawrence Erlbaum . Konovsky , M . A . , & Folger , R . ( 1991 ) .
The effects of procedures , social accounts , and benefits level on victims ' layoff
reactions . Journal of Applied Social Psychology , 21 , 630 - 650 . Konovsky , M ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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