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 theory does not have a definitive answer regarding when one of these two
diametrically opposed responses will occur rather than the other . Recall that
Adams had identified anger as a major emotional response to underpayment
These did not occur when the procedures allowed participants some form of
choice . ... altering response of decreased effort due to anger occurs when
people have no choice but to receive disadvantageous outcomes such as
Heuer and Penrod ( 1986 ) suggested that winner - take - all solutions are most
likely to occur when the third party retains decision control . Thus , clean wins and
losses are most likely under inquisitorial and adversarial proceedings . A clean ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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