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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When people interact , however , they begin to treat one another in certain ways .
They might ... When we say that someone has treated us “ unfairly , " we mean
that he or she has violated some ethical standard ( s ) regarding moral behavior .
Subsequent chapters of this book treat in more detail the fairness norms of
interactional justice specific to various areas of human resources management .
Interpersonal Treatment . Being fairly treated goes beyond receiving fair
outcomes , as ...
Others were treated fairly , and the raffle tickets were split evenly between the
participant and the accomplice . Some participants were next allowed to act as
appraisers . These participants divided a new set of raffle tickets based on the
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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