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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This treatment group was compared to a 128 - person control group that was
evaluated using the organization ' s regular trait - rating instrument . Twenty
months after the BES was introduced , Ivancevich found that the treatment group
In one study , Cederblom and Lounsbury ( 1980 ) found that workers did not like
being rated by their peers . The respondents were ... However , these findings do
not mean that peer ratings are always viewed negatively . Under the right ...
However , this is but one possible explanation . The findings of Roberson et al . (
1993 ) suggested a need for more research . This research suggests that self -
ratings might have some use to organizations , despite their psychometric failings
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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