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 particular , our construct of social conduct relates directly to the notion of blame
that has been an underlying theme running throughout these two chapters — a
theme we explore even more explicitly and comprehensively in Chapter 3 .
This is not to deny that either a particular society ' s culture or the subculture
within a specific group is irrelevant . Norms such as politeness are quite culturally
unique , and concepts of rights vary widely according to the context of
In particular , peer evaluations are considered fair when they are perceived to be
lenient , when they are ... In particular , the actual favorability of the ratee ' s
evaluation was unrelated to his or her satisfaction with the peer appraisal . Hence
, it ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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