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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Fairness and unfairness seem irrelevant concepts for imprudent behavior
harming no one else . On the ... Harm to coworkers by a drunkard , when the
coworkers did nothing to deserve being harmed , seems to qualify as an injustice
. Why ?
Agent ' s power over Victim enables Agent to impose harmful conditions on Victim
; management can impose smoking bans . The capability of imposing harm or
hardship , however , brings with it certain types of obligations — which , unmet ...
Punishment is justified harm , imposed so that wrongdoers suffer for their
misdeeds . The desire to punish tends to increase with the severity of harm
experienced ( Walster , Walster , & Berscheid , 1978 ) . When Agent ' s perceived
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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