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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That is , many conflicts can be resolved by a " win - win ” alternative that is
mutually advantageous to both disputants ( Thomas , 1993 ) . Unfortunately , this
limitation is shared by other research as well . The problem is not fatal , however ,
as it ...
Disputants are desirous of voice . This implies that they prefer to have some
control over the process ( Thibaut & Walker , 1975 ) . If this is the case , then it
poses an important question : Why would disputants willingly turn over control to
a third ...
disputants ensured that their case was adequately presented . However , people
were ... From this , Thibaut and Walker ( 1975 , 1978 ) concluded that disputants
generally found adversarial proceedings to be the fairest . That is , participants ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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