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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Given these considerations , we might suspect that people would work together
on the basis of nothing more than straightforward , rational considerations . This
idea is no doubt largely true , as reason allows people to select among a plethora
purposes of evaluating those outcomes — in effect , considerations about his
own outcome and the outcome - input ratios of others ( the topics of distributive
justice and the distributive norm of equity ) . Here we can add examples to
Within this kind of intellectual system it makes perfectly good sense to
deemphasize personal responses , interpersonal relationships , and other social
considerations . If some rational and scientific standard of truth is assumed to
exist , then all ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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