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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Illustratively , suppose you and someone else cannot agree about the proper
division of some valuable assets regarding which you both claim to have
legitimate rights . To avoid endless haggling ( not to mention possible bloodshed
) , you ...
Theory and research about the determinants of perceived procedural injustice ,
therefore , helps indicate why someone would come to think about the events that
preceded an outcome as abnormal : The use of unfair procedures would tend to ...
negatively toward someone as a source of unfairness , people in essence ask
whether that person had other feasible options — alternatives over which
personal control could be exercised . The relevant comparison question is this : If
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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