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.
Results 1-3 of 44
For example , if a subordinate was particularly lethargic and not performing up to
potential , supervisors would sometimes administer a particularly pernicious
evaluation in order to “ shock ” the individual out of inaction . Similarly , if a rater
We stress that comparisons stimulated by the violation of moral guidelines ( e . g .
, concerning what a supervisor should do ) are not the sole source of thoughts
about what would have occurred ; other contextual factors can instigate implicit or
If someone could not have made a difference with respect to events being
considered ( e . g . , a supervisor in no feasible way could have created a job
opening ) , then such a person has no feasible connection with the events and
cannot be ...
What people are saying - Write a review
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
3 other sections not shown