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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Because no limits need exist on sources of imagined alternatives , the frame of
reference used for evaluative purposes is ... A rapidly growing literature has
made considerable progress in identifying what brings to mind one alternative
conflict episode moves through four discreet stages : definition , discussion ,
alternative selection , and reconciliation . In the definition stage , the nature of the
dispute is defined , some resolution procedure is chosen , and the relevant ...
An event , such as a layoff , and its implications , such as financial hardship , for
example , can be contrasted with the implications for well - being associated with
some alternative event that comes to mind even though it did not actually occur ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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