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 66
... tions of the ban , the former would ( in the imagined alternative of no - ban conditions ) be enjoying the desired outcome of a cigarette more often . The counterfactual cognitions of heavy and light smokers have greatly differing ...
... tions of the ban , the former would ( in the imagined alternative of no - ban conditions ) be enjoying the desired outcome of a cigarette more often . The counterfactual cognitions of heavy and light smokers have greatly differing ...
Page 100
... tion . " In the simplest and most straightforward sense , participation exists when a job candidate can insert a ... tions were seen as invasive and improper , and applicants therefore reacted negatively toward the organization . In ...
... tion . " In the simplest and most straightforward sense , participation exists when a job candidate can insert a ... tions were seen as invasive and improper , and applicants therefore reacted negatively toward the organization . In ...
Page 179
... tions cause misfortune , greater magnitudes of misfortune increase the per- ception of only personal , not social , unfairness . Unfairness in the Two - Party Case Two - party situations include those in which the focal party holds ...
... tions cause misfortune , greater magnitudes of misfortune increase the per- ception of only personal , not social , unfairness . Unfairness in the Two - Party Case Two - party situations include those in which the focal party holds ...
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