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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Unfair ” selection procedures cause poorer attitudes toward the company ( as we
discussed earlier ) . ... Kluger and Rothstein ( 1993 ) found that a low score on (
what was perceived to be ) an unfair cognitive abilities test was more likely to ...
Decreasing Outcome Negativity In an earlier chapter , we noted that individuals
are most likely to feel unfairly treated when they are assigned a negative
outcome by an unfair procedure . When the procedure is fair , therefore ,
revealed a three - way interaction among the types of injustice , with the most
incidents of retaliation occurring when all three were at unfair levels . Consistent
with Fairness Theory , variations in distributive justice had no impact on .
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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