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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By social conduct , the second factor in a two - factor approach that we elaborate
more comprehensively in Chapter 3 , we mean human behavior in a social
context - actions that have relevance not just for a single person , but for a wider ...
Fairness Theory characterizes moral accountability as involving ( a ) conduct —
the commission or omission of actions capable of having effects on others ( i . e . ,
social conduct ) ; ( b ) principlestenets about constrained discretionary conduct ...
More needs to be known regarding when a given principle of conduct or
procedure receives widespread acceptance and when it becomes controversial
instead . After all , procedural empowerment through enhanced opportunities for
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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