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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Shapiro and associates ( 1994 , Study 2 ) queried MBA students about a recent
job rejection . The respondents were asked various questions about the
explanation that they received . Shapiro and her colleagues discovered that the ...
adequate . The effect for the ideological account was fully mediated , whereas the
effect for the causal account was only partially mediated . In either case ,
adequacy was important . Three later field studies by Bies and Shapiro ( 1987 ,
Study 3 ) ...
Both Sheppard ( 1983 ) and Shapiro and Rosen ( 1994 ) likened this intervention
to that of a parent . The second most common technique was providing impetus .
Here , managers tended to ignore the first three stages . Most of their control ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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