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.
Results 1-3 of 78
As means , voice can prove instrumental to obtaining desired outcomes ; that
view of voice emphasizes people ' s concerns about the outcomes they receive
and relegates voice to a more subsidiary role ( as an indirect substitute for
outcomes ) ...
During the time before the decision is made , do the people whom the decision
will effect have a role in that process , and do they feel that the role has a
legitimate set of constraints and opportunities ? Thibaut and Walker ( 1975 )
... ( Liden & Mitchell , 1988 ; Ralston & Elsass , 1989 ; Villanova & Bernardin ,
1989 ) . Several studies have demonstrated the powerful role played by
impression management ( e . g . , Becker & Martin , 1995 ; Crant & Bateman ,
1993 ; Sheppard ...
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown