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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Again , a negative outcome stayed the same in its objective characteristics
throughout all conditions of the experiment : All the research participants thought
that they had lost in a competition for a desirable prize . And once again , the
Participants were then given the option of selecting various illegitimate
responses such as work slowdowns or sabotage . Regardless of the size of the
inequity , the amount of illegitimate actions was the same in all three groups .
Martin and ...
( 1983 ) ran a laboratory experiment in which all of the participants failed to win a
desired reward . Half of the participants were told by the experimenter that they
had a good chance of earning the bonus in the future . The other half were given
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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