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.
Results 1-3 of 61
280 ) We will note a few implications now about two - party , direct exchange
versus direct exchange with an employer as third party and Other as a second
party used for comparison purposes ( to determine normative rate ) . In later
Much of our discussion focuses on so - called two - party cases such as the
example of Sarah and Joe . These occur when discretionary conduct by Person A
( e . g . , a supervisor ) has implications associated with the well - being state of ...
context for our treatment of Fairness Theory in this chapter , which focuses
primarily on the two - party case . Single - Party ( Personal ) Unfairness “ How
unfair that it ' s raining and I can ' t get a tan . ” If someone uses fairness language
in that ...
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown