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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An account can diffuse ill effects only if the effects are of moderate magnitude .
However , when things are especially negative , the account is apt to fall short
and produce no effect on reactions . If our analysis is correct , social accounts
An example concerns testing for main effects versus interactions . Some models
explicitly predict ordinal or fan - shaped interactions ( e . g . , RCT ) , whereas
others ( e . g . , the group - value or relational model ) have always focused on
Illustratively , suppose a theorist ' s favorite explanation for justice effects involves
a particular assumption involving how it feels to be unfairly treated and why it
feels that way . We can take threats to self - esteem , for example , as a general ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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