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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Fairness Theory characterizes moral accountability as involving ( a ) conduct —
the commission or omission of actions capable of having effects on others ( i . e . ,
social conduct ) ; ( b ) principlestenets about constrained discretionary conduct ...
In the case of all three types of actions — the failure to be trustworthy ( not acting
with benevolent intent ) , the failure to recognize status ( not acting with intent to
respect ) , and the failure to act in a neutral and impartial manner ( not acting with
... unfair actions can “ catch up to me ” in the long run . Mutual advantage and the
benefits of cooperation can be gained from fairness . Relatedly , managers or
firms that take actions based on fairness considerations tend to gain at least
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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