Organizational Justice and Human Resource Management
Why are some acts, but not others, perceived to be fair? How do people who experience unfairness respond toward those held accountable for the unfairness? Organizational Justice and Human Resource Management reviews the theoretical organizational justice literature and explores how the research on justice applies to various topics in organizational behavior, including personnel selection systems, performance appraisal, and the role of fairness in resolving workplace conflict. Authors Robert Folger and Russell Cropanzano introduce a framework of organizational justicełFairness Theoryłthat integrates previous work in this area by focusing on accountability for events with negative impact on material or psychological well-being. The book concludes with a chapter highlighting those topics that represent promising future directions for research. Researchers, scholars, and doctoral-level students in human resources, organizational behavior, and ethics will find this a timely, thought-provoking resource.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
Toward a General Theory of Fairness
Other editions - View all
actions Agent applicants appraisal aspects assessment behavior Bies causal chapter cognitive cognitive distortion cognitive-abilities tests concepts conduct conflict consequences considered context counterfactual Cropanzano decision maker discussion disputants distributive justice effects employees equity equity theory evaluation evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg harm human impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Konovsky layoff less Lewis Lind mediation Michael Lewis moral negative norms noted obligations organization organizational justice Outcome x Process participants perceived fairness perceptions performance performance appraisal person positive potential procedural fairness procedural justice process control psychological contract psychometric ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection self-interest Shapiro smoking ban someone suggests supervisor tend Thibaut and Walker third party tions treated Tyler unfair unstructured interviews validity voice workplace