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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A performance evaluation system that does not take into account these
competing perspectives and multiple values may be scientifically precise but
socially unrealistic . How PA Is Really Done : The Political Metaphor as an
1 How to Do a Fair Performance Appraisal I . If you promise to do a performance
appraisal , then do it II . Appraise subordinates on the appropriate criteria III .
Have knowledgeable appraisers IV . Use a fair rating format V . Consider the
Correlates of perceived fairness and accuracy of performance evaluation .
Journal of Applied Psychology , 63 , 751 - 754 . Landy , F . J . , Barnes - Farrell , J
. , & Cleveland , J . N . ( 1980 ) . Perceived fairness and accuracy of performance
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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