Organizational Justice and Human Resource ManagementWhy 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. |
From inside the book
Results 1-3 of 62
Page 33
... evidence ( for details , see Lind & Tyler , 1988 ; Tyler & Smith , in press ) and a variety of conceptual issues in ... evidence and offering rebutting arguments to challenge the other party's evidence . Hirschman referred to voice more ...
... evidence ( for details , see Lind & Tyler , 1988 ; Tyler & Smith , in press ) and a variety of conceptual issues in ... evidence and offering rebutting arguments to challenge the other party's evidence . Hirschman referred to voice more ...
Page 114
... evidence for this discontent is illustrated in the dearth of rater training . Evidence shows that training can teach super- visors to conduct more effective PA interviews . ( For quantitative evidence the reader is referred to French ...
... evidence for this discontent is illustrated in the dearth of rater training . Evidence shows that training can teach super- visors to conduct more effective PA interviews . ( For quantitative evidence the reader is referred to French ...
Page 157
... evidence and arguments from the disputing parties " ( Sheppard , 1983 , p . 205 ) . Rather , managers tended to step aside and let each employee present his or her own case free from harassment . After this presentation of evidence ...
... evidence and arguments from the disputing parties " ( Sheppard , 1983 , p . 205 ) . Rather , managers tended to step aside and let each employee present his or her own case free from harassment . After this presentation of evidence ...
Contents
Equity and Distributive Justice as Outcome Fairness | 1 |
Process as Procedural and Interactional Justice 35555 | 25 |
Two Theoretical Syntheses | 50 |
Copyright | |
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Other editions - View all
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Limited preview - 1998 |
Common terms and phrases
actions Agent applicants Applied Psychology appraisal aspects behavior Bies causal chapter cognitive cognitive distortion cognitive-abilities tests concepts conduct conflict consequences considered context counterfactual Cropanzano decision maker discussion disputants distributive justice drug testing effects employees equity equity theory evaluation evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg grievance harm human impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Journal of Applied Konovsky less Lewis Lind mediation Michael Lewis moral negative norms obligations organization Organizational Behavior organizational justice outcomes participants perceived fairness perceptions performance performance appraisal person positive potential procedural fairness procedural justice psychological contract ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection self-interest Shapiro Sheppard smoking ban Social Psychology someone suggests supervisor Thibaut and Walker third party tions Tyler unfair validity voice workplace