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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However , these findings do not mean that peer ratings are always viewed
negatively . Under the right conditions , peer evaluations can be viewed quite
favorably . In particular , peer evaluations are considered fair when they are
perceived to ...
Similar findings were obtained in a role - playing experiment conducted by
Bernstein and Crosby ( 1980 ) and a field study by Bies ( 1982 ) . Nevertheless ,
the evidence is more equivocal than it would seem from these three studies .
Additionally , these findings are fully consistent with earlier experimental
research conducted by Folger , Rosenfield , Rheaume , et al . ( 1983 ) and Folger
and Martin ( 1986 ) . The current evidence for the adequacy effect would seem to
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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