• 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.

Toward a General Theory of Fairness
Toward a general theory of fairness

This chapter presents an integrative framework for earlier models of organizational justice. The framework—Fairness Theory—focuses on accountability for events with negative impact on material or psychological well-being. The theory could also be extended to positive events, at least in principle, but we have chosen to focus on negative events in order to keep the presentation more concise.

An event's negative impact can affect responses to those held accountable. Fairness Theory addresses separate determinants of (a) an event's negative impact and (b) accountability for the event. Nonetheless, responding to others also combines negativity and accountability. We use these themes to integrate the justice literature, noting where previous approaches have emphasized some determinants to the neglect of ...

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