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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Thus , the first key to resolving equity ' s predictive dilemma involves
conceptualizing injustice - provoked anger as an emotion generating hostile ,
punitive action tendencies directed toward a social target — another person or a
His theoretical program emphasized the consequences of felt injustice . His own
research primarily investigated behavioral implications of guilt as a reaction to
overpayment , but he also sought to identify various consequences of ...
He pointed out that anger toward the perpetrator of an injustice could lead to
equity restoration attempts involving actions directed against the perpetrator ( e .
g . , reducing Other ' s outcomes or increasing Other ' s inputs ) . Similarly , RCT ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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