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.
Results 1-3 of 89
Their analysis treated choice ( which they called “ decision control ” ) as only one
structural component of such ... total freedom of choice about how to control the
dispute ( and not giving even the minimal control over decisions that comes from
As a structural property of the procedural arrangements for making a decision ,
the presence versus absence of voice indicates one way that those procedures
formally prescribe and constrain the role opportunities for affected parties who do
Some of those in - between - times or throughput events involve the full span of
decision - making activities , such as collecting information , clarifying and
interpreting the information , evaluating the information in terms of criteria
established by ...
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown