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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One can certainly think of various reasons why individuals might react differently
to drug testing . However , one reason seems to be the manner in which drug
tests are conducted . When drug screening utilizes procedurally fair techniques ...
However , individuals were least likely to pursue a job when the organization
administered a personality inventory . Indeed , even urinalysis was preferred to a
personality inventory . Increased Likelihood of Legal Action Arvey ( 1991 , 1992 )
Consistent with predictions , Folger et al . found that individuals with a high
likelihood of future success reported low levels of unfairness and resentment .
Similar findings were obtained in a role - playing experiment conducted by
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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