- 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.
Chapter 3: Two Theoretical Syntheses
Two Theoretical Syntheses
A familiar theme of organizational science is that employees are not powerless, despite the subordinate status of labor relative to management. Revenge for perceived injustice can take a variety of forms that even the most powerful management cannot eliminate entirely. The British labor movement, for example, is famous for having turned “work to rule” into a tactic of subtle sabotage difficult to condemn: Workers decrease the organization's profits by scrupulously following every management policy and dictum to the letter, which inevitably makes the organization run less efficiently due to bureaucratically created bottlenecks. Employee theft is common enough to have earned an industry label of shrinkage; other terms include pilferage and, in England, the fiddle (Mars, 1973). Greenberg (1997) showed that ...