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 89
conditions that might make Lewis come to perceive his area as a more enjoyable
place to work in comparison with a ... Once the detrimental conditions have been
perceived as the basis for Other ' s lower outcomes , they might also be ...
If the third party has total decision - control power , an all - purpose answer to
perceived procedural fairness is to give the disputing parties as much process
control as possible , consistent with the constraint that neither disputant has more
However , when more concrete items were utilized , respondents perceived the
tests to be fairer . Consistent with this , Rynes and Connerley ( 1993 ) stated that
cognitive - abilities tests are perceived as fairer to the extent that they contain ...
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