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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For now we will ignore that possibility of backlash and concentrate exclusively on
the more salutary effects of voice and other ingredients of decisionmaking
methods that make subsequent decisions palatable . We can summarize
voice is exercised . The following descriptions characterize those two distinct
usages of the term : a . As a structural property of the procedural arrangements
for making a decision , the presence versus absence of voice indicates one way
Specifically , referring to voice rather than to process control leaves issues about
the psychological mediator open for empirical investigation , rather than imposing
any particular form of explanation ( e . g . , mediation by perceptions of control ...
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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