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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more extensive treatment of interactional justice and a possible conceptualization
of it . An extended treatment is needed because we have allowed excuses and
justifications to stand as the only examples of interactional justice .
( an alternative procedure or form of treatment that comes to mind ) does not
seem much better , whereas the same experience will seem much worse if its
evoked counterfactual is much better . We call these Would counterfactuals ,
which refers ...
How about the case where the other person ' s outcomes are unknown , but the
presence versus absence of voice characterizes a difference in procedural
treatment ? Here the procedure acts both as a substitute outcome and as a
source of ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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