• 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.

Future Directions
Future directions

This chapter contains topics that we think represent promising future directions. Some relate to points made in the preceding chapter, but here we place less emphasis on the relation of the topic or theme to the integrative framework we presented in that chapter.

We start with recent research indicating that the Outcome × Process interaction occurs in three distinct patterns, discussing what is likely to contribute to each. Next, we address sources of ambiguity and a distributional-procedural-interactional continuum that runs from the most ambiguity about intent (outcome distributions) to the least (interactional conduct).

We then introduce the possibility of a negative-positive asymmetry—and the implications of that possibility—as a general topic. If such an asymmetry exists, that would suggest the inadvisability of treating positive and ...

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