Organizational Justice: The Search for Fairness in the WorkplaceSome managers conduct inconsistant performance reviews, pay inequitable salaries, and dismiss employees arbitrarily. Concerns about justice are pervasive in the workplace: they arise whenever rules are made, interpreted, or applied to organizational activities and practices. In this analysis, the authors create a model for measuring justice in an organization, and show how to anticipate the responses that will follow if injustices persist. They examine contemporary organizational issues and introduce a new theory of the nature of justice in organizations. |
Contents
Balance and Correctness | 9 |
Naming and Blaming | 44 |
Acting on Injustice | 67 |
Copyright | |
6 other sections not shown
Common terms and phrases
argue attribution Attribution theory balance and correctness behavior blame cause CEO compensation chapter collective action comparable worth complaint concerns conflict consider CONSULTANT corporate costs create dead white male decision determine developed Diane Diane's discussion distributive distributive justice dynamic effective voice systems efforts employee voice employees equity example executive compensation exist fair feel few-interests firm Folger ganizations goals Greenberg grievance groups Hirschman individual input interests issues Jablin job evaluation judgments learned helplessness legitimate Lehman Brothers less loyalty multi-interest need to respond negotiation occur opportunity orga organizational justice outcome perceived injustice perceptions performance performance appraisal permit perpetrator perspective positive principles problem procedural and systemic procedural justice raise rational responses to injustice result Roger Self-serving bias senior management shareholders social social psychology standards STUDENT suggests systemic justice tend tension theory tions unfair union women