Organizational Justice and Human Resource ManagementWhy 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. |
From inside the book
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Page 19
... organization as a whole and hence invite retaliation against anything or anyone symbolically associated with the organization . The latter , generalized reaction illustrates what it means to say that anger can be directed against an ...
... organization as a whole and hence invite retaliation against anything or anyone symbolically associated with the organization . The latter , generalized reaction illustrates what it means to say that anger can be directed against an ...
Page 100
... Organization . Although not explicitly mentioned by Gilliland ( 1993 ) , other research suggests that selection systems are considered fairer to the extent that the employer explains the job require- ments and the organization itself ...
... Organization . Although not explicitly mentioned by Gilliland ( 1993 ) , other research suggests that selection systems are considered fairer to the extent that the employer explains the job require- ments and the organization itself ...
Page 101
... organization ( Liden & Parsons , 1986 ; Schmitt & Coyle , 1976 ; Singer , 1993 , Study 4 ; Wanous , 1993 ) and reduce subsequent turnover ( McEvoy & Cascio , 1985 ; Premack & Wanous , 1985 ) . Some research also suggests that RJPS are ...
... organization ( Liden & Parsons , 1986 ; Schmitt & Coyle , 1976 ; Singer , 1993 , Study 4 ; Wanous , 1993 ) and reduce subsequent turnover ( McEvoy & Cascio , 1985 ; Premack & Wanous , 1985 ) . Some research also suggests that RJPS are ...
Contents
Equity and Distributive Justice as Outcome Fairness | 1 |
Process as Procedural and Interactional Justice 35555 | 25 |
Two Theoretical Syntheses | 50 |
Copyright | |
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Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Limited preview - 1998 |
Common terms and phrases
actions Agent applicants Applied Psychology appraisal aspects behavior Bies causal chapter cognitive cognitive distortion cognitive-abilities tests concepts conduct conflict consequences considered context counterfactual Cropanzano decision maker discussion disputants distributive justice drug testing effects employees equity equity theory evaluation evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg grievance harm human impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Journal of Applied Konovsky less Lewis Lind mediation Michael Lewis moral negative norms obligations organization Organizational Behavior organizational justice outcomes participants perceived fairness perceptions performance performance appraisal person positive potential procedural fairness procedural justice psychological contract ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection self-interest Shapiro Sheppard smoking ban Social Psychology someone suggests supervisor Thibaut and Walker third party tions Tyler unfair validity voice workplace