• 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.

Process as Procedural and Interactional Justice
Process as procedural and interactional justice

In Chapter 1, we referred to the presence versus absence of choice as a procedural variation that determines whether adverse inequity leads to anger or to task enhancement; high choice about the inequity produces a task-enhancement reaction (e.g., job satisfaction and intrinsic motivation), whereas low choice—or no choice—produces anger. Choice is one of many possible variations in procedural arrangements used for decision making, and so we indicated that our discussion of choice was a prelude to the broader topic of procedural justice. We also noted that procedures, in turn, represent but one example of several dimensions of situational variables that can all affect thoughts about where to place blame (e.g., on oneself vs. on ...

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