Organizational Justice and Human Resource ManagementSAGE, 9 апр. 1998 г. - Всего страниц: 278 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. |
Содержание
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 |
Другие издания - Просмотреть все
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Ограниченный просмотр - 1998 |
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Ограниченный просмотр - 1998 |
Organizational Justice and Human Resource Management Robert G. Folger,Russell Cropanzano Просмотр фрагмента - 1998 |
Часто встречающиеся слова и выражения
actions actually alternative applicants appraisal approach aspects assessment authority behavior Bies cause chapter choice common concepts concern conduct consequences considered consistent context decision determine direct discussion distributive effects employees et al evaluation evidence example exchange experience explanation factors fairness feel field findings Folger harm human impact implications important individuals inequity influence injustice inputs intentions interactional justice interests interpersonal interviews involve Journal least less Lind means moral motives negative noted obligations occur organization organizational outcomes participants particular party perceived perceptions performance person positive possible procedural procedural justice Psychology question ratings reactions reason received reduce referred relevant responses role seems seen selection sense sensitivity Shapiro social someone suggests supervisor tend tests theory things third tions treated treatment Tyler unfair validity voice