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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The “ Voice ” Tradition of Thibaut and Walker ( 1975 ) The study of procedural
justice grew out of Thibaut and Walker ' s ( 1975 ) work in the mid - 1970s .
Thibaut and Walker were interested in understanding disputants ' reactions to
Work by Thibaut and Walker ( 1975 , 1978 ) , however , had already paved the
way for an expanded perspective on procedural fairness — one that analyzed the
structure of decision - making procedures for resolving disputes . Their analysis ...
From this , Thibaut and Walker ( 1975 , 1978 ) concluded that disputants
generally found adversarial proceedings to be the fairest . That is , participants
were satisfied by process , as opposed to decision , control . It is interesting to
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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