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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700 ) . considered fair ( Bourgeois et al . , 1975 ; Dodd , 1977 ; Robertson &
Kandola , 1982 ; Schmitt et al . , 1993 ; Schuler & Fruhner , 1993 ) . Biographical
inventories and some personality tests , on the other hand , are less transparent
As one might expect , employees report less justice when their evaluations are
made by uninformed supervisors ( Cederblom , 1982 ; Fulk et al . , 1985 ;
Greenberg , 1986 ; Landy et al . , 1978 ) , although this judgment may also
depend on ...
Use only constructive criticism et al . , 1990 ) . However , voice has another
purpose as well . Employees also like to participate in the actual evaluation . This
sort of participation allows one to direct the rater to high - performance areas and
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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