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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Michael Lewis remained employed by Salomon Brothers the entire time that he
considered different reference standards such as his father ' s pay at age 26 and
the pay of peers his age who did not work for Salomon Brothers . In fact , he ...
For example , we have already discussed one common norm for the proper
enactment of procedures with voice : People want to believe not only that voice
was granted , but that it was adequately considered ( Tyler , 1987 ) . Leventhal ' s
In doing so , we observed that a justice dilemma often exists , whereby the most
valid tests are not necessarily the ones that are considered to be the most fair .
We next explored different characteristics that a fair staffing system should have ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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