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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The greater algebraic ease of change does not mean greater feasibility , though ,
as one of Lewis ' s comments about his managing director makes ...
Embezzlement would similarly involve a doubly efficacious means of reducing
inequity . 2 .
Although means and ends are instrumentally related in cause - effect fashion ,
RCT nonetheless separated standards for evaluating the justice of means from
standards for evaluating the justice of end results . Analogously , organizational ...
Whether they represent means to fair ends such as an equitable distribution of
outcomes , or fair means as ends in themselves ( e . g . , granting inviolate rights )
, the common perception of their relevance to fairness makes ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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