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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1 Methods of Increasing the Social Justice of Selection Procedures 1 . Formal
Characteristics of the Selection Procedures A . Job Relatedness B . Opportunity
to Perform C . Reconsideration Opportunity D . Consistency of Administration II .
When recruitment fails to attract : Individual expectations meet organizational
realities in recruitment . In H . Schuler , J . L . Farr , & M . Smith ( Eds . ) ,
Personnel selection and assessment : Individual and organizational perspectives
( pp .
Personnel Psychology , 37 , 703 - 710 . Simon , H . A . ( 1983 ) . A mechanism for
social selection and successful altruism . Science , 250 , 1665 - 1668 . Singer , M
. ( 1993 ) . Fairness in personnel selection . Aldershot , New Zealand : Avebury .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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