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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If one discovers that one is being “ overpaid ” ( again , this is relative to a given
referent ) , one is likely to experience guilt ( Greenberg , 1982 ; 1988a ) ; however
, it should be noted that people tend to get less upset when an inequity is in their
Biographical inventories and some personality tests , on the other hand , are less
transparent and are therefore considered less fair ( Ambrose & Rosse , 1993 ;
Kluger & Rothstein , 1993 ; Rosse , Miller , & Stecher , 1994 ; Rosse , Ringer , et
It seems to be the case that the event and the account interact together to
determine employee responses . In and of itself , this would seem to make
intuitive sense — an explanation may matter more or less , depending on what it
is justifying .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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