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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Our discussion in this section is meant to foreshadow such developments .
Several reviews of interactional justice have been written ( e . g . , Folger & Bies ,
1989 ; Greenberg , 1990a ; Tyler & Bies , 1990 ) . Again , it is not our intention to
conflict episode moves through four discreet stages : definition , discussion ,
alternative selection , and reconciliation . In the definition stage , the nature of the
dispute is defined , some resolution procedure is chosen , and the relevant ...
Much of our discussion focuses on so - called two - party cases such as the
example of Sarah and Joe . These occur when discretionary conduct by Person A
( e . g . , a supervisor ) has implications associated with the well - being state of ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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