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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Reviews of equity theory ( e . g . , Vroom , 1969 ; Zajonc , 1968 ) pointed out
something odd about such task - enhancement effects . People should enjoy their
work if their dissonance - reducing rationalizations create such enhanced ...
In this chapter , we have tried to show that equity theory alone has not lived up to
that promise . In the next , we consider how subsequent developments have
moved beyond equity theory and have provided some of the additional tools
We now illustrate the integrative potential of Fairness Theory first by relating it in
further ways to RCT and , thereby , also to equity theory . We refer to material
deprivation in our RCT and equity theory examples , although we mean
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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