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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Because heavy smokers suffer greater harm for which they might blame
management , their reactions tend to differ ( more than the reactions of light
smokers ) depending on whether or not they do find management to blame . If
reactions to ...
When they are held at all , PA interviews are often quite brief and may not even
be scheduled in advance ( Lawler , Mohrman , & Resnick , 1984 ) . Further ,
managers tend to inflate performance ratings , often wildly so ( Longnecker et al .
If so , then people would tend to rely on perceptions of procedural fairness in
order to make distributive fairness assessments when information about others '
outcomes was absent , whereas those distributive fairness assessments would
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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