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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Here is another way to put it : “ If only the agent had acted as he or she should
have , then I would have received a better outcome ” ( Folger , 1993 , p . 164 ) .
An Updating of RCT : From Causal to Deontic ( Moral ) Logic More recently , a ...
First , an explanation can articulate mitigating circumstances , which allow a
decision maker to deny personal responsibility . These have been termed causal
or mitigating accounts . Second , an explanation can justify the action with an
The effect for the ideological account was fully mediated , whereas the effect for
the causal account was only partially mediated . In either case , adequacy was
important . Three later field studies by Bies and Shapiro ( 1987 , Study 3 ) , Bies
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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