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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Anger certainly seems consistent with the altering methods used for reducing
inequity with the employer as Other ( e . g . , theft , sabotage , reduced work effort
) . On the other hand , anger does not seem to describe the emotion felt when ...
Some seem unfair in that a person ' s best , most conscientious efforts go
insufficiently rewarded . When you have that kind of experience , you might say
that you do not get what you deserve , and the outcome seems unfair in that
Under certain conditions , it seems to reverse itself . Let us consider each of these
in turn . All other things being equal , when something terrible happens ,
explanations are apt to be seen as less adequate than when an event is not
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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