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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When Lewis ( 1989 ) received news about his annual raise and bonus , some of
his reactions centered on thoughts about standards of fair pay ; for example , “ I
have never seen anyone have the kind of year that you have had . . . ” He ( the ...
Moreover , both Teel and Dubois ( 1983 ) and Noe and Steffy ( 1987 ) found that
individuals who received favorable evaluations were more likely to prefer
assessment centers than those who received negative evaluations . Overall ,
A given participant always received three lottery tickets , but information varied
about the lottery tickets received by the other person . In an Unknown (
ambiguous information ) condition , the participant did not know how may tickets
the other ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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