The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

Gilliland, Stephen W.

doi:10.5465/amr.1993.9402210155

Cited by 761 publications

(1,094 citation statements)

References 83 publications

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“…Fairness and ethics in hiring is also important for organizational reasons. Treating applicants unfairly has a variety of negative consequences for organizations (Gilliland, 1993). It is important to remember that the selection process is a two-way game.…”

Section: Why Ethics In Hiring?mentioning

confidence: 99%

“…Stated simply, individuals react more positively when a selection procedure has been explained to them (Gilliland, 1993). For example, although drug testing is often considered an invasion of privacy and can contribute to poor attitudes, research indicates that people are more accepting of drug tests and consider them to be fairer when the organization adequately explains and justifies why drug testing is necessary Bateman, 1989, 1993;Konovsky and Cropanzano, 1991).…”

Section: Increasing Interactional Justicementioning

confidence: 99%

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Achieving Ethics and Fairness in Hiring: Going Beyond the Law

Alder

Gilbert

2006

J Bus Ethics

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Since the passage of Title VII of the Civil Rights Act of 1964 and more recent Federal legislation, managers, regulators, and attorneys have been busy in sorting out the legal meaning of fairness in employment. While ethical managers must follow the law in their hiring practices, they cannot be satisfied with legal compliance. In this article, we first briefly summarize what the law requires in terms of fair hiring practices. We subsequently rely on multiple perspectives to explore the ethical meaning of fairness in hiring. Ethical fairness underlies the law and regulations in this area, but goes beyond them as well. We conclude by demonstrating that ethical hiring practices enable managers to make better hiring decisions. Copyright Springer Science+Business Media, Inc. 2006Ethics, Fairness, Personnel Law, Staffing,

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Section: Why Ethics In Hiring?mentioning

confidence: 99%

Section: Increasing Interactional Justicementioning

confidence: 99%

Achieving Ethics and Fairness in Hiring: Going Beyond the Law

Alder

Gilbert

2006

J Bus Ethics

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“…AT&T's questionnaires look at the entire process overall (was it timely, convenient, and so on) rather than at reactions to individual selection devices. The user reaction perspective has found its way into HRM research (Gilliland, 1993;Hoff Macan, Avedon, Paese, and Smith, 1994;Rynes, 1993;Smither, Reilly, Millsap, Pearlman, and Stoffey, 1993).…”

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confidence: 99%

Market-focused HRM in service organizations: Satisfying internal and external customers

Bowen

1996

J Market-Focused Manage

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This paper describes how the HRM function can positively influence the satisfaction of both its internal customers, such as, line employees, and external customers, Evidence is cited for how satisfaction levels in these internal and external markets often are correlated in service organizations. The management practices apparently associated with this correlation are described, concentrating on HRM's role in creating satisfied employees who are motivated and able service providers. The importance of customizing HRM practices to fit a specific market segment is emphasized.Market-focused human resources management (HRM) may sound like an oxymoron to many researchers and practitioners. As Schneider (1994) has noted, HRM has tended to adhere to an industrial revolution-oriented model with an almost exclusive focus on performance against internally set and internally relevant standards. Criteria for assessing the effectiveness of HRM practices like selection are typically dominated by internally defined employee standards such as attendance and the number of products or services made or sold. HRM practices are rarely validated against externally defined standards such as customer perceptions of quality. Additionally, the HRM department itself operates as a monopolistic provider of HRM services in most organizations and has not viewed the users of its services (such as line managers and employees) in a market context.Over the last decade, however, several factors have begun to at least challenge the insular focus of HRM: l The TQM movement. Its principles include that the overarching objective of all organizational practices should be to help satisfy external customers and that organizational departments must also focus on satisfying their internal customers (Dean and Evans, 1994;Dean and Bowen, 1994). l The growth of the service sector. In services, quality is often established in realtime encounters between employees and customers, so quality control is very much a function of whether HRM has placed the right type of people in customer contact positions (Bowen and Schneider, 1988). l Treatment of employees. The growing recognition, particularly in services, that the way management treats employees via its HRM practices influences how employees treat their customers (Schneider and Bowen, 1985).

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“…Diversos estudos verificaram a importância do uso dos conceitos relacionados à teoria da justiça para a avaliação do gerenciamento de reclamações (ver, por exemplo, GILLILAND, 1993; GOODWIN e ROSS, 1990 e 1992 SANTOS e FERNANDES, 2008;TAX et al, 1998). Nesta linha, estudos relacionados à percepção de justiça em relações sociais, por exemplo, tem se concentrado na teoria da equidade, que considera a interação social composta por uma troca entre duas partes em que cada uma compara os insumos ("inputs") destinados à interação com os resultados ("outputs") obtidos.…”

Section: As Percepções De Justiça No Gerenciamento De Reclamaçõesunclassified

Analisando a relação entre justiça percebida e satisfação declarada pelos clientes após falhas de serviço: estudo de caso em uma empresa de telecomunicações

Araújo

Primo

Leite

2016

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

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Resumo: O defeito zero é algo praticamente inalcançável em operações de serviços, o que torna a capacidade das empresas de gerenciar eficazmente as reclamações dos clientes oriundas das falhas de serviços uma condição sine-qua-non para o seu sucesso no longo prazo. Este artigo tem como objetivo central avaliar a influência das percepções de justiça na satisfação dos clientes após a condução de um processo de gerenciamento de reclamações. Para tanto, foi analisado o caso de uma empresa de telefonia celular a partir da condução de uma survey com 496 clientes que reclamaram no seu call center. Foram avaliadas as percepções individuais de justiça declaradas pelos clientes e a sua relação com a satisfação após o processo. Os resultados obtidos por meio da aplicação de Regressão Logística demonstram que as percepções de justiça processual e distributiva influenciaram de forma significativa a satisfação, enquanto que a justiça interpessoal, apesar de ter obtido a melhor avaliação individual, não demonstrou ter relação significativa com este construto. São feitas reflexões relevantes baseadas nestes resultados, considerando que diversos elementos de justiça mal avaliados individualmente apresentaram grande influência na satisfação final e indicando a necessidade da empresa em rever suas prioridades em termos de revisão de processos e treinamento de funcionários.Palavras-chave: Falhas de serviço. Teoria da Justiça. Satisfação. Abstract:The zero defect is something virtually unachievable in service operations, which makes the ability of companies to effectively manage customer complaints derived from service failures an important condition for its success in the long term. This article evaluates the influence of justice perceptions in customer satisfaction after a complaints management process. The case of a cell phone company is analyzed in which a survey with 496 customers who complained to the firm's call center was applied. Customers' justice perceptions and its relationship with satisfaction after the procedure were evaluated. The results obtained with a logistic regression analysis indicated that perceptions of procedural and distributive justice influenced significantly satisfaction, while the interpersonal justice, despite having had the high individual mean, didn't showed any significant relationship with this construct. Some important reflections are made based on these results, considering that many elements of justice poorly evaluated had great influence on the final satisfaction, which indicated the need for the company to review its priorities in terms of processes evaluation and employee training. INTRODUÇÃOUma característica específica da prestação de serviços é a simultaneidade da sua produção e consumo, tornando o resultado satisfatório da sua entrega dependente de vários fatores como a atitude e o preparo dos funcionários, a capacidade produtiva do sistema, o comportamento e a expectativa dos clientes, dentre outros. Neste contexto, as falhas parecem ser inevitáveis (SLACK et al., 1996) As percepções ...

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The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

Cited by 761 publications

References 83 publications

Achieving Ethics and Fairness in Hiring: Going Beyond the Law

Achieving Ethics and Fairness in Hiring: Going Beyond the Law

Market-focused HRM in service organizations: Satisfying internal and external customers

Analisando a relação entre justiça percebida e satisfação declarada pelos clientes após falhas de serviço: estudo de caso em uma empresa de telecomunicações

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