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9 Cards in this Set
- Front
- Back
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Adams (1965) |
-equity theory - ratio of inputs/outputs compared to referent other |
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Colquitt et al. (2001) |
-4 diminesions of justice
-1) Adams (1965) equity theory = distributive -2) Leventhal et al (1980) proposed procedural -3) Bies & Moag (1986) proposed interactional -4) Greenberg (1990) split interactional into interpersonal and informational |
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Greenberg (1987) |
-coined term “org justice” |
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Hausknecht et al. (2004) |
-Model says application perceptions come from characteristics of the person and procedure, as well as job characteristics and organizational context -Poor applicant reactions from test use may be unable to attract top candidates and may be more likely to face litigation or a negative public relations |
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Latham & Whyte (1994) |
-Managers did not base decisions on quantifiable costs and benefits contained in a utility analysis or from an expectancy table -Information from psychologists was most favorable when confined to straightforward validation procedures -Consultant skill and experience probably matters |
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Ryan & Ployhart (2000) |
-Applicants’ perceptions of selection procedures and decisions -Perceptions affected by person (e.g., personality), the job (e.g., attractiveness), the procedure (e.g., procedural justice), and the organization (e.g., history) |
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Simons & Roberson (2003) |
-Fairness of employees led to employee retention intentions and enhanced service |
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Trevino & Youngblood (1990) |
-In sum, ethical decision-making behavior in organizations appears to be a complex phenomenon influenced by the interplay of individual differences, how individuals think about ethical decisions, and how organizations manage rewards and punishments” |
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Winkler et al. (2010) |
-Causal chain analysis incorporates outcomes such as company performance, organizational training costs, and customer perceptions -Casual chain analysis received more favorable manager reactions than single-attribute utility analysis |
