• Summary
  • Contents
  • Subject index

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.

Equity and Distributive Justice as Outcome Fairness
Equity and distributive justice as outcome fairness

What do employees consider unfair? How do they react to perceived injustice? A growing literature on organizational justice (e.g., Greenberg, 1990a) deals with such questions. We begin our introduction to that literature by focusing on a single topic in this chapter, the fairness of outcomes. Human resources management has administrative responsibility for a number of outcomes that employees receive as part of their exchange relationship with employers. For example, human resources managers commonly have some oversight in employee outcome areas such as wage and salary administration. Supervisors also play a role in determining many employee outcomes (e.g., promotions, work assignments, disciplinary actions), of course, but human resources managers frequently review supervisors' decisions ...

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