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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Interpersonal Effectiveness of the Administrator . Fundamentally , selection
procedures are operated by people . Some people are better at this than others .
Research by Liden and Parsons ( 1986 ) and Schmitt and Coyle ( 1976 ) found
... 51 - 54 , 57 , 61 - 65 , 71 - 72 , 74 , 77 , 79 - 80 , 164 - 165 , 176 , 194 See also
Interpersonal conduct ; Interpersonal fairness ; Interpersonal sensitivity
Interpersonal conduct , 23 , 62 , 176 , 182 , 194 Moral , 19 , 21 , 38 , 47 - Subject
... 231 See also Interactional justice ; Interpersonal fairness ; Interpersonal
sensitivity Interpersonal fairness , 25 - 49 , 126 - 131 , 149 - 150 , 164 - 165 See
also Interactional justice ; Interpersonal conduct ; Interpersonal sensitivity
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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