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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We can summarize extensive evidence ( for details , see Lind & Tyler , 1988 ;
Tyler & Smith , in press ) and a variety of conceptual issues in terms of the
following specific points : 1 . Thibaut and Walker ( 1975 , 1978 ) used the concept
Perhaps the most unambiguous evidence for this discontent is illustrated in the
dearth of rater training . Evidence shows that training can teach supervisors to
conduct more effective PA interviews . ( For quantitative evidence the reader is ...
In the definition stage , the nature of the dispute is defined , some resolution
procedure is chosen , and the relevant evidence is assessed . In the discussion
stage , arguments are presented for each side and the relevant information is
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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