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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Two Theoretical Syntheses familiar theme of organizational science is that
employees are not powerA less , despite the subordinate status of labor relative
to management . Revenge for perceived injustice can take a variety of forms that
We argue that such a difference becomes more understandable if employees do ,
in fact , care about management ' s intentions to meet certain types of obligations
with regard to hardships imposed on employees . Employees look to see ...
needed : When studying the dark side , investigators should not focus only on
employee reactions considered to be ... also calls for studying managerial
conduct and the causes of actions by managers perceived by employees to be
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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