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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Second , when referring to social comparisons that do involve some reference
person or group as Other ( the truly interpersonal case ) , theorists and
researchers sometimes allude to Person and Other in relation to one another —
as if the two ...
Other ways of reducing the employer ' s overall profit picture do not have to
involve a direct increase to the employee ' s compensation ( Person ' s outcomes
) at the same time . Sabotage such as arson , for example , might wreak havoc on
Two involve different roles of social comparison ( others ' opinions vs . others '
outcomes ) , which we discuss under two corresponding subheadings in this
section . We address the third in a separate section on accountability , outcome ,
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown