Perspectives on organizational justice: Concept clarification, social context integration, time and links with morality

Fortin, Marion

doi:10.1111/j.1468-2370.2009.00231.x

Cited by 22 publications

(34 citation statements)

References 108 publications

(61 reference statements)

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“…As mentioned in the introduction, the area within human resources management that studies how people perceive decisions and outcomes that affect them as being just/unjust and fair/unfair is called organizational justice (Greenberg, 1990, Ambrose & Arnaud, 2005, Greenberg & Cropanzano, 2001, Fortin, 2008. Organizational justice has been studied through the perceptions of justice.…”

Section: Objectives For Justice: Creating Systems and Decisions Condumentioning

confidence: 99%

“…Perceptions of (in)justice have been measured for process and organizational decisions that affect people (see, for instance, the studies by Greenberg, 1987, Fortin, 2008. The findings have elucidated aspects of the outcomes of processes that individuals perceive as important when judging their fairness (Adams, 1965).…”

Section: Objectives For Justice: Creating Systems and Decisions Condumentioning

confidence: 99%

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Justice as a Crucial Formal and Informal Element of Management Control Systems

Cugueró-Escofet¹,

Rosanas²

2012

Ramon Llull J Appl Ethics

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Management control systems include justice implicitly, as they believe that the market provides what is just or not through the market value. Psychological literature has deemed that people can perceive which procedures and decisions are just or not. In this paper, we argue that management control systems need to include justice criteria explicitly, beyond mere market value, in both their design (formal justice) and use (informal justice). This will increase the probability that organizational members will collaborate to achieve organizational goals.

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Section: Objectives For Justice: Creating Systems and Decisions Condumentioning

confidence: 99%

Section: Objectives For Justice: Creating Systems and Decisions Condumentioning

confidence: 99%

Justice as a Crucial Formal and Informal Element of Management Control Systems

Cugueró-Escofet¹,

Rosanas²

2012

Ramon Llull J Appl Ethics

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“…The SHRM concept as Martín-Alcazar et al (2005, 2008 mentioned represents an evolution of the traditional concept of HRs towards a new integrative perspective which include: a vertical link with the strategic management process, a horizontal link with the HR practices and an external link with other organisational and environment factors. The review on SHRM underlines that HR system can be a unique source of sustainable competitive advantage if there is a fit between its internal and external components (Lengnick-Hall and Lengnick-Hall, 1988;Wright and McMahan, 1992).…”

Section: Internal Adjustment Of Csrmentioning

confidence: 99%

Research proposal on the relationship between corporate social responsibility and strategic human resource management

Barrena‐Martínez

López‐Fernández

Romero-Fernández

2011

IJMED

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Abstract:The purpose of this study is to develop a conceptual framework in order to analyse the relationship between corporate social responsibility and strategic human resource (HR) management. Thus far, both disciplines have advanced in isolation. Therefore, this paper aims to examine if a combination of these research lines can provide competitive advantages for enterprises. Specifically, we will analyse how a socially responsible orientation in the HRs practices can contribute to the achievement of these advantages through performance variables, such as work environment and intellectual capital.

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“…Both organizational justice and behavioral ethics are social scientific disciplines (Fortin 2008). As such, they focus on describing and predicting the thoughts, feelings, and behaviors of people (Fortin and Fellenz 2008;Goldman and Cropanzano 2015).…”

Section: Social Scientific Versus Normative Approaches To Behavioral mentioning

confidence: 99%

“…Cropanzano and Stein 2009;De Cremer and Tenbrunsel 2011) and to criterion variables such as engagement or satisfaction at work (Crawshaw et al 2013), to date this work has been rather contextneutral (cf. Fortin 2008). This special issue seeks to add to the emerging field of enquiry that lies at the intersection of organizational justice and behavioral ethics.…”

mentioning

confidence: 99%

Beyond the Particular and Universal: Dependence, Independence, and Interdependence of Context, Justice, and Ethics

et al. 2015

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This article reflects on context effects in the study of behavioral ethics and organizational justice. After a general overview, we review three key challenges confronting research in these two domains. First, we consider social scientific versus normative approaches to inquiry. The former aims for a scientific description, while the latter aims to provide prescriptive advice for moral conduct. We argue that the social scientific view can be enriched by considering normative paradigms. The next challenge we consider, involves the duality of morally upright versus morally inappropriate behavior. We observe that there is a long tradition of categorizing behavior dichotomously (e.g., good vs. bad) rather than continuously. We conclude by observing that more research is needed to compare the dichotomous versus continuous perspectives. Third, we examine the role of ''cold'' cognitions and ''hot'' affect in making judgments of ethicality. Historically speaking, research has empathized cognition, though recent work has begun to add greater balance to affective reactions. We argue that both cognition and affect are important, but more research is needed to determine how they work together. After considering these three challenges, we then turn to our special issue, providing short reviews of each contribution and how they help in better addressing the three challenges we have identified.

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Perspectives on organizational justice: Concept clarification, social context integration, time and links with morality

Cited by 22 publications

References 108 publications

Justice as a Crucial Formal and Informal Element of Management Control Systems

Justice as a Crucial Formal and Informal Element of Management Control Systems

Research proposal on the relationship between corporate social responsibility and strategic human resource management

Beyond the Particular and Universal: Dependence, Independence, and Interdependence of Context, Justice, and Ethics

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