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.
Results 1-3 of 29
equity , those are some of the contributions that employees make as their inputs
to the exchange . In return , employers provide wages and other forms of
compensation as some of the outcomes employees receive for working . Adams
another source of information about potentially relevant inputs . ... Note that
because the nature of an unpleasant experience is essentially the same whether
it is classified as a costly input ( forgoing an enjoyable leisure activity ) or as a ...
In other words , the inputs are perceptually altered to seem less aversive and
effortful than before . ... intrinsic interest in the work makes it not only seem more
beneficial ( an added outcome ) , but also less burdensome ( a decreased input )
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown