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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The first judgment refers to distributive justice , whereas the second refers to
procedural justice . In addition to procedural and distributive justice , there is a
third category or form of fairness — interactional justice — that refers to
distinction between procedural and distributive justice : Because certain
structural constraints limit the range and types of possible outcomes , those
aspects of the decision - making process make some forms of distributive
Knowing others ' outcomes can help when interpreting one ' s own , and the
absence of information about others ' outcomes could make distributive justice
ambiguous . In contrast , the fairness of a procedure might seem more readily ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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