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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Research suggests that honesty tests are effective in that they yield substantial
validity coefficients ( Ones , Viswesvaran , & Schmidt , 1993 ; Sackett , Burris , &
Callahan , 1989 ) , although questions about their usage remain ( Guastello ...
Propriety of Questions . Another aspect of selection fairness is the propriety of the
questions . In one field study , for example , Bies and Moag ( 1986 ) found that
many interviewers simply behaved inappropriately . Some of their questions were
If this is the case , then it poses an important question : Why would disputants
willingly turn over control to a third party ? Indeed , one might go so far as to
argue that an overlooking or avoidance strategy should offer the best route to
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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