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.
Results 1-3 of 47
However , it should be noted that Dickinson and Zellinger ( 1980 ) did not have
the ratees ( faculty members ) assess the fairness of these instruments .
Ivancevich ( 1980 ) conducted a more directly relevant study . Using a
Based on these observations , we would argue that it serves little purpose to
divide PA interviews into separate developmental and evaluative sessions .
Besides , as we have already noted , many supervisors seem to have trouble
doing one ...
As noted earlier , when managers offered the worker either a causal or an
ideological account , the employee reported more procedural justice and greater
endorsement of their boss . However , these effects were mediated by account ...
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown