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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A performance evaluation system that does not take into account these
competing perspectives and multiple values may be scientifically precise but
socially unrealistic . How PA Is Really Done : The Political Metaphor as an
If the rater gives a negative evaluation , then he or she can expect nasty
interpersonal consequences from a ... In this fashion , performance evaluations
become politically charged ( Ferris & Judge , 1991 ; Ferris , Russ , & Fandt , 1989
) , and ...
In any case , performance evaluation is not always done . It is not surprising that
this can lower individuals ' satisfaction with a PA program . One field study by
Landy et al . ( 1978 ) found that subordinates were more satisfied with the ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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