Organizational Justice and Human Resource Management, Volumen7SAGE, 1998 M04 9 - 278 páginas 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. |
Contenido
Equity and Distributive Justice as Outcome Fairness | 1 |
Process as Procedural and Interactional Justice | 25 |
Two Theoretical Syntheses | 50 |
Social | 133 |
Toward a General Theory of Fairness | 173 |
Future Directions | 197 |
Otras ediciones - Ver todas
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Vista previa limitada - 1998 |
Organizational Justice and Human Resource Management Robert G. Folger,Robert Folger,Russell Cropanzano Vista previa limitada - 1998 |
Organizational Justice and Human Resource Management, Volumen7 Robert G. Folger,Russell Cropanzano Vista de fragmentos - 1998 |
Términos y frases comunes
actions Agent anger applicants appraisal aspects 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 evaluations 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 motives negative norms noted obligations organization organizational justice outcomes participants perceived fairness perceptions performance performance appraisal person positive potential procedural and interactional 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