• 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.

Organizational Justice and Performance Evaluation: Test and Trial Metaphors
Organizational justice and performance evaluation: Test and trial metaphors

In Chapter 4, we discussed how people enter into an organization. We noted that some selection procedures were perceived by applicants as fair, whereas others were perceived to be unfair. In many respects, organizations benefit from using fair procedures and avoiding unfair ones. As important as this initial staffing appears, however, it should be obvious that selection is only the initial stage in an individual's relationship with an organization. Other events and incidents follow, and these build on the seminal staffing episode. People's relationships with their employers are constantly being shaped, cut, and reshaped over a series of events. We can think of these events as “justice episodes,” ...

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