Organizational Justice and Human Resource ManagementWhy 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. |
From inside the book
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Page 116
... supervisor might reassert authority by hitting the individual with a low appraisal . Politics and the Subordinate . Traditionally , performance evaluations are con- ducted by the supervisor . A supervisor can bargain from a position of ...
... supervisor might reassert authority by hitting the individual with a low appraisal . Politics and the Subordinate . Traditionally , performance evaluations are con- ducted by the supervisor . A supervisor can bargain from a position of ...
Page 185
... supervisor's condescending tone in talking with employ- ees ) . Process events might just as easily be the source of reflections about " what it would be like if this had not occurred . " As a second deficiency , RCT tended to imply ...
... supervisor's condescending tone in talking with employ- ees ) . Process events might just as easily be the source of reflections about " what it would be like if this had not occurred . " As a second deficiency , RCT tended to imply ...
Page 188
... supervisor opens a door that hits an employee approaching from the other side . The supervisor might not be held accountable for the employee's black eye if the supervisor could not have foreseen the danger . If the supervisor did not ...
... supervisor opens a door that hits an employee approaching from the other side . The supervisor might not be held accountable for the employee's black eye if the supervisor could not have foreseen the danger . If the supervisor did not ...
Contents
Equity and Distributive Justice as Outcome Fairness | 1 |
Process as Procedural and Interactional Justice 35555 | 25 |
Two Theoretical Syntheses | 50 |
Copyright | |
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Other editions - View all
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Limited preview - 1998 |
Common terms and phrases
actions Agent applicants Applied Psychology appraisal aspects behavior Bies causal chapter cognitive cognitive distortion cognitive-abilities tests concepts conduct conflict consequences considered context counterfactual Cropanzano decision maker discussion disputants distributive justice drug testing effects employees equity equity theory evaluation evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg grievance harm human impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Journal of Applied Konovsky less Lewis Lind mediation Michael Lewis moral negative norms obligations organization Organizational Behavior organizational justice outcomes participants perceived fairness perceptions performance performance appraisal person positive potential procedural fairness procedural justice psychological contract ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection self-interest Shapiro Sheppard smoking ban Social Psychology someone suggests supervisor Thibaut and Walker third party tions Tyler unfair validity voice workplace