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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Cognitive - Abilities Tests . Cognitive abilities , or “ intelligence tests , are plagued
by one of the same concerns that haunt biodata . Simply put , examinees have
trouble ascertaining how the ability to rotate objects in space , recall the definition
On the other hand , one survey by Hayes , Citera , Brady , and Jenkins ( 1995 )
found positive reactions to cognitive - abilities tests . At least some of the existing
discontent about intelligence testing concerns the lack of apparent job relevance
For example , Jones ( 1991 ) found that if the invasive and nonjob - related items
were dropped , personality tests were seen as fairer . Similar conclusions were
reached from research on cognitive - abilities tests . As mentioned earlier ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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