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.
Results 1-3 of 45
Cooperation and coordination become difficult or impossible . Instead ,
individuals may actually attempt to undermine or harm their coworkers through
either passive or direct aggression . Despite all of these potential problems ,
conflict , if it ...
Another “ participant , ” actually an experimental accomplice , evaluated their
work . Based on this evaluation , the accomplice divided a set of valued raffle
tickets between himself or herself and the participant . Some participants were
given an ...
Actually holding such parties morally accountable assumes not only their
membership in this eligibility set but also a set of moral guidelines applicable to
both ( a ) the party in question , given his or her role and ( b ) the focal events in a
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown