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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.
|Introduction to the Series|
|1||Equity and Distributive Justice as Outcome Fairness||1|
|2||Process as Procedural and Interactional Justice||25|
|3||Two Theoretical Syntheses||50|
|4||Organizational Justice and Staffing Decisions: On the Horns of a Justice Dilemma?||81|
|5||Organizational Justice and Performance Evaluation: Test and Trial Metaphors||108|
|6||Organizational Justice and Conflict Management: Social Accounts, Third Parties, and Grievance Systems||133|
|7||Toward a General Theory of Fairness||173|
|About the Authors||277|