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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... structural constraints limit the range and types of possible outcomes , those
aspects of the decision - making process make some forms of distributive
consequences impossible to achieve ( i . e . , “ irrespective of their achievements
” ) .
It makes sense to differentiate such aspects of the content of the explanation from
procedural justice ; yet they also seem to be conceptually independent from the
fairness of the outcomes ( although they obviously might also influence the ...
scholars to write about a wide - ranging set of standards for moral conduct . Their
underlying theme is probably best captured by Greenberg ' s ( 1993a , 1993b )
term , interpersonal sensitivity . In writing survey items to capture different aspects
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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