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 38
... particular , the relevant moral commu- nity ) . When someone designs and implements procedures with one set of structural features rather than another , that is social conduct . When one person insults another , that is social conduct ...
... particular , the relevant moral commu- nity ) . When someone designs and implements procedures with one set of structural features rather than another , that is social conduct . When one person insults another , that is social conduct ...
Page 76
... 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 membership in a given group ...
... 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 membership in a given group ...
Page 125
... particular , peer evaluations are considered fair when they are perceived to be lenient , when they are developmentally focused , and when they are free from friendship bias ( McEvoy & Buller , 1987 ) . McEvoy and Buller's findings are ...
... particular , peer evaluations are considered fair when they are perceived to be lenient , when they are developmentally focused , and when they are free from friendship bias ( McEvoy & Buller , 1987 ) . McEvoy and Buller's findings are ...
Contents
Equity and Distributive Justice as Outcome Fairness | 1 |
Process as Procedural and Interactional Justice 35555 | 25 |
Two Theoretical Syntheses | 50 |
Copyright | |
3 other sections not shown
Other editions - View all
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