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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Strictly speaking , however , Other need not be in a direct exchange relationship
with Person , as the following passage from Adams ( 1965 ) notes : Other is any
individual with whom Person is in an exchange relationship ( italics added ) , or ...
We will argue in the next chapter that issues related to process determine
whether people are merely angry about the consequences of an exchange ( e . g
. , outcomes such as pay ) or also become angry at the exchange partner . In
Thus , Adams ' s ( 1965 ) theory of inequity starts by referring to situations in
which Person has already identified a means of determining or estimating the fair
rate of return from an exchange - namely , the outcome - input ratio of Other ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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