Organizational Justice and Human Resource Management, Volume 7SAGE, 9 de abr. de 1998 - 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. |
Conteúdo
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 |
Outras edições - Ver todos
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Visualização parcial - 1998 |
Organizational Justice and Human Resource Management Robert G. Folger,Robert Folger,Russell Cropanzano Visualização parcial - 1998 |
Termos e frases comuns
actions Agent applicants Applied Psychology 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 drug testing effects employees equity equity theory evaluation evidence example exchange experience explanation factors Fairness Theory field study Folger Gilliland Greenberg grievance harm human impact implications individuals inequity injustice inputs intentions interactional justice interpersonal sensitivity interviews involve Journal of Applied Konovsky layoff less Lewis Lind mediation Michael Lewis moral negative norms obligations organization Organizational Behavior organizational justice outcomes participants perceived fairness perceptions performance performance appraisal person positive potential procedural fairness procedural justice psychological contract ratings reactions reason referred relevant responses Retributive Justice role Salomon Salomon Brothers selection Shapiro Sheppard smoking ban Social Psychology someone suggests supervisor Thibaut and Walker third party tions Tyler unfair validity voice workplace