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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Our integrative model - Fairness Theory — emphasizes a distinction between an
event ' s negative impact ( e . g . , the impact of a less - than - expected raise vs . a
large pay cut , or scathing insult vs . mild admonition ) and whether someone is ...
Would Counterfactuals : Variations in the Negativity of an Event ' s Impact on
Experience Would determinants affect perceived negative impact . As noted
earlier , RCT explanations of resentment ( e . g . , Folger , 1987b ) sometimes
Comparing the impact of procedures on reactions in the Better and the Unknown
conditions shows how such an explanation is disconfirmed . Specifically , the
clearly negative event ( Better conditions ) did not lead to information seeking
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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