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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( p . 203 ) . In effect , he referred to a purely hypothetical comparison of an
intrapersonal type . Second , when referring to social comparisons that do involve
some reference person or group as Other ( the truly interpersonal case ) ,
theorists and ...
Evidence shows that training can teach supervisors to conduct more effective PA
interviews . ( For quantitative evidence the reader is referred to French , Kay , &
Meyer , 1966 ; Hillery & Wexley , 1974 ; Ivancevich , 1982 ; Nemeroff & Cosentino
Bies ( 1987b ) referred to these efforts as “ causal accounts , ” because they do
not deny that the outcome was unfair . Rather , the user of such an account
simply states that he or she was not causally responsible . This involves
attributing the ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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