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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At least some of the existing discontent about intelligence testing concerns the
lack of apparent job relevance . For example ... ( 1993 ) found that job applicants
reacted negatively to cognitive - abilities tests containing abstract items .
Research suggests that honesty tests are effective in that they yield substantial
validity coefficients ( Ones , Viswesvaran ... For example , Ryan and Sackett (
1987 ) did not find appreciable amounts of ill will as a result of honesty testing .
Robert G. Folger, Russell Cropanzano, Professor of Management and
Entrepreneurship Russell Cropanzano. address these concerns , it would be
helpful to provide guidelines for redesigning unacceptable selection tests to
make them fairer .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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