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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Rather , they display behaviors that can best be understood only by considering
the types of negatively toned emotions most likely to operate at the motivational
core of those responses . This approach is consistent with viewing motivation as
The inclination to reproach is consistent with the urge not only to reprimand but
also to punish . Punishment is justified harm , imposed so that wrongdoers suffer
for their misdeeds . The desire to punish tends to increase with the severity of ...
This is also consistent with a longitudinal field study by Landy , BarnesFarrell ,
and Cleveland ( 1980 ) . Landy and his colleagues found that workers ' actual
performance ratings were less closely related to their PA satisfaction than were
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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