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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Individual interests cannot be pursued in a totally unfettered fashion without
some degree of potential threat to collective ... yet total devotion to the other ' s
good ultimately has no practical value if lack of attention to self - interest makes
how such interests became known ( i . e . , whether they were expressed by the
person or interest group in question ) . It is a challenge of management to
persuade employees that their interests were considered when no formal or
To distinguish neutrality intentions from trustworthiness , we distinguish the latter
as particularistically oriented sensitivity from the former as a disengagement from
self - interest or favoritism toward others identified with one ' s self - interests .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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