Contemporary Look at Organizational Justice

<p>This book is intended to be an important contribution to scholars with an interest in the burgeoning area of theory and research on organizational justice. Moreover, the ideas described in the book forge connections between justice literature and other prominent bodies of knowledge in organizational and social psychology, including those pertaining to trust, social identity, attribution theory, regulatory focus theory and cross-cultural differences in people’s beliefs and behaviors. Whereas the book focuses mainly on recent theory and research in organizational justice, it also connects with and contributes to a host of other literatures in organizational and social psychology and presents this material in a very accessible way.</p> <p>1. Introduction. 2. High Process Fairness Reduces the Effect of Outcome Favorability (Part A). 3. High Process Fairness Reduces the Effect of Outcome Favorability (Part B). 4. High Process Fairness Heightens the Effect of Outcome Favorability. 5. Accounting for Both Interaction Effects. 6. Casting the Process/Outcome Interaction Effects More Broadly. 7. Practical Applications. Appendix to Chapter 1. References. </p>