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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Their underlying theme is probably best captured by Greenberg ' s ( 1993a ,
1993b ) term , interpersonal sensitivity . In writing survey items to capture different
aspects of Leventhal ' s procedural criteria , Tyler ( 1988 ; Barrett - Howard &
One of the two minimal information conditions included further remarks scripted
by Greenberg ( 1994 ) to minimize the sensitivity shown smokers as Victims .
Note that this text also identifies Agent intentions ( management ' s motives for the
Both the low - sensitivity and the high - sensitivity communications indicated that
management had chosen to provide a free smoke - cessation program . The
messages differed only in the stated reason that such a program had been
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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