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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Reinterpreting Trust , Neutrality , and Standing Our interpretation of the three
relational factors seeks to build on the following theme mentioned by Tyler and
Lind ( 1992 ) : “ The procedures used by an authority to reach a decision might be
Notions such as honesty , therefore , help show that the intention to abide by
moral obligations can have instrumental as well as noninstrumental value ( which
Tyler has sometimes termed a value - expressive function ; e . g . , Tyler & Caine
Tyler , T . R . ( 1984 ) . The role of perceived injustice in defendants ' evaluations
of their courtroom experience . Law and Society Review , 18 , 51 - 74 . Tyler , T .
R . ( 1987 ) . Conditions leading to value expressive effect in judgments of ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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