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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fications that made an early appearance in leading toward writings on the
construct of interactional justice . We must first issue some caveats about our own
theoretical baggage in advance , however , to make explicit some of the biases
more extensive treatment of interactional justice and a possible conceptualization
of it . An extended treatment is needed because we have allowed excuses and
justifications to stand as the only examples of interactional justice .
Interactional Justice in Light of Moral Accountability as a Mediator . Interactional
justice , we suggest , might prove even more important than either distributive or
procedural justice in its impact on the crucial , mediating processes that govern ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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