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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In short , employees ' motivational inclinations can vary as a function of the
motives they infer on management ' s part . Management has two sets of
obligations when it comes to hardships imposed on employees . In the first place
, imposing ...
about management motives will determine whether a hardship seems as if it
might have been avoided . The corresponding counterfactual can be described in
causally instrumental terms , which had been the original emphasis in RCT terms
Said more directly , evidence about procedures and interactional conduct often
conveys underlying motives and intentions in ways not often so readily apparent
from differences in outcomes . We start with the assumption of Van den Bos , Lind
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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