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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Building fairness through vengeance has been referred to as " retributive justice ”
( Hogan & Emler , 1981 ) . It seems to be a powerful motivator of human behavior
( Bies & Tripp , 1995b ) . The process by which injustice and other perceived ...
A model of Retributive Justice suggested by Bies , Tripp , and Kramer ( 1997 ) .
individuals . For example , employees become extremely angry at breaches of
contract or ex post facto rule changes . Honor violations comprise the second set
... 88 , 95 See also Selection techniques Polite treatment , 48 , 75 - 76 Positive
affect , 207 - 208 Procedural justice , 25 - 49 ... 174 , 197 , 210 , 216 - 218
Retribution , 9 , 80 , 191 , 203 See also Retaliation ; Revenge Retributive justice
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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