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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Under special circumstances other attributes will be relevant . ... passage :
Whether or not an attribute having the potential of being an input is in fact an
input is contingent upon the possessor ' s perception of its relevance to the
Moreover , it refers to the socially relevant consequences of such events .
Socially relevant consequences involve benefit or harm done to the well - being
of one or more members of a social order . The nature of benefit and harm refers
to that ...
When a test is “ transparent , ” its job relevance is readily apparent to the
applicant . ... a secretary needs to be able to rotate abstract figures in his or her
head and , therefore , a spatial - abilities test would seem less job relevant and
less fair .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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