At the 1998 annual conference of the Society for Industrial and Organizational Psychology, we organized a roundtable discussion session titled “Innovating organizational justice: Cultural, value, and stakeholders’ perspectives.” We were impressed by the high level of discussion that this session generated and decided to try to continue the discussion in a conference devoted to these issues. In the summer of 1999, approximately 20 scholars from seven nations met for two days in Nice, France. The theme of the “International Roundtable” on organizational justice was “Innovating research on organizational justice.” The format of the meeting allowed for extensive discussion of each of the papers that were presented. A strong feeling that emerged from this meeting was that organizational justice research has much to contribute to our understanding of people at work. Further, our current research on organizational justice and the application of justice to managerial issues has in some ways been limited by the confines of our academic journals. The papers presented and discussed at the Nice roundtable clearly extended scholarly thinking in new and exciting directions. We invited a subset of the authors who presented their research at this meeting to submit their papers for review for the first volume of our newly developed series Research in Social Issues in Management. All papers were reviewed independently by organizational justice scholars.

This book analyzes the impact of culture on employee justice judgments and reactions to perceptions of fairness and unfairness. I start this book with the following two questions. Why is a book on culture and organizational justice needed? What does such a book add to the extant literature on organizational justice, especially, after the publication of the landmark work of Colquitt and Greenberg (2005), Handbook of Organizational Justice? Although there are no easy answers to these questions, in the following lines, I explain the reasons why a book on culture and justice is not only needed but also timely. There are at least three reasons for which a book on culture and organizational justice is needed. First, a book on culture and organizational justice is needed because "there are indications that culture exerts very important and wide-ranging effects on justice behavior including even generally shaping the likelihood that individuals will experience feelings of injustice" (James, 1993, p. 22). Second, globalization has led to the interrelatedness of world economies.Thus, most organizations not only operate in several countries, but they also employ people from different nationalities and cultural backgrounds. The resulting challenge is to find new ways of managing a culturally diverse workforce. Third, justice is inherent to any organized social group. As examples of social systems, organizations are arenas of justice concerns because their members compete for limited resources. The resources for which they compete include tangibles, such as money but also intangibles, such as status, power, and prestige (e.g., Tajfel & Turner, 1979; Turner, 1985). In the following lines, I elaborate on the three reasons why a book on culture and organizational justice is needed and timely.

Organizational justice – the perception of workplace fairness – can bring important benefits not only to the health and well-being of individual employees but also to the productivity of organizations themselves. This timely new collection, with contributions from leading researchers from around the world, considers organizational justice in an era when globalization has resulted in rapid organizational change, greater job insecurity, and increasing worker stress. Both comprehensive and cutting edge, the book initially considers what we mean by organizational justice in its relationship to self-interest, social identity, and personal moral codes. But moving beyond the perceptions of individuals, the book also reflects the increasing interest in the roles of teammates and leaders in creating organizational justice. There follow chapters on the negative results of perceived injustice, specifically around physical and mental employee health, as well as its deleterious impact on organizational productivity. Providing a definitive, state-of-the-art overview of the field, the book not only clarifies the key concepts and ideas that inform organizational justice but also explores their importance for today’s organizations, managers, and employees. Including a final section that both suggests new areas for research and critically reflects on the field itself, this will be essential reading for researchers and students across business and management, organizational studies, HRM, and organizational and work psychology.

This Elgar Introduction provides an overview of some of the key theories that inform human resource management and employment relations as a field of study.

Matters of perceived fairness and justice run deep in the workplace. Workers are concerned about being treated fairly by their supervisors; managers generally are interested in treating their direct reports fairly; and everyone is concerned about what happens when these expectations are violated. This exciting new handbook covers the topic of organizational justice, defined as people's perceptions of fairness in organizations. The Handbook of Organizational Justice is designed to be a complete, current, and comprehensive reference chronicling the current state of the organizational justice literature. Tracing the development of ideas regarding organizational justice, this book: *introduces the topic of organizational justice from a historical perspective and presents fundamental issues regarding the nature of organizational justice; *examines the justice judgment process, specifically addressing basic psychological processes, such as the roles of control, self-interest, morality, and trust in the formation of justice judgments; *discusses the consequences of fair and unfair treatment in the workplace; *focuses on such key issues as promoting justice in the workplace in ways that help manage stress, and the underlying processes that account for the effectiveness of justice applications; *examines the generalizability of the interaction between process and outcomes and focuses on the notion of cross-cultural differences in justice effects; and *summarizes the state of the science of organizational justice and presents various issues for future research and theorizing. This Handbook is useful as a guide for professors and graduate students, primarily in the fields of management and psychology. It also is highly relevant to professionals in the fields of communication, sociology, legal studies, marketing, and human resources management.

This eighth volume in the Research in Social Issues in Management series explores a variety of social relations to expand our thinking about organizational justice, which is fundamentally based on relationships between organizational authorities and the employees of the organizations. These relationships also emphasize the roles of various actors and suggest fairness perspectives other than that of subordinates’ perceptions of the treatment received from their superiors. The 10 chapters of the volume are divided into two major sections plus a conclusion. The first section presents five chapters that bring new theoretical perspectives to bear on justice considerations. Topics treated throughout this section include conflicting perspectives on justice, psychological distance, greed, and punishment. The second section places emphasis on leaders’ or managers’ perspectives of justice, going back to some of the initial proactive roots of justice rather than on what has become the more traditional focus, that of subordinate perceptions or reactive justice. In the contributions comprising this section, leaders’ personalities, their motives, and their position as both superiors of some employees and subordinates of their own superiors are examined to provide new perspectives on the leadership role in justice matters. The concluding chapter, by Brockner and Carter, comments on the collection of chapters and proposes extensions and alternative perspectives for consideration. This commentary chapter suggests that the volume surfs a fifth wave in the history of justice research as these chapters all examine justice as a dependent variable influenced by numerous factors.

CONTENTS: Preface. Kees van den Bos, Stephen W. Gilliland, Dirk D. Steiner, and Daniel P. Skarlicki. Part I: Developing Theories of Fairness Motivation. Wanting is Believing: Understanding Psychological Processes in Organizational Justice by Examining Perceptions of Fairness. Steven L. Blader and D. Ramona Bobocel. The Battle Between Self-Interest and Fairness: Evidence from Ultimatum, Dictator, and Delta Games. Eric van Dijk and Ann Tenbrunsel. Images of Justice: Development of Justice Integration Theory. Stephen W. Gilliland and Layne Paddock. Interpersonal and Informational Justice: Identifying the Differential Antecedents of Interactional Justice Behaviors. Suzanne S. Masterson, Zinta S. Byrne, and Hua Mao. Part II: Applying Theories to Managerial Decisions. An Accessible Identity Approach to Understanding Fairness in Organizational Settings. Linda J. Skitka and Jesus Bravo. Self-Regulatory Identity Theory and Reactions Toward Fairness Enhancing Organizational Policies. Karl Aquino, Americus Reed II, Marcus M. Stewart, and Debra L. Shapiro. Why Managers Don't Always do the Right Thing When Delivering Bad News: The Roles of Empathy, Self-esteem, and Moral Development in Interactional Fairness. David L. Patient and Daniel P. Skarlicki. Corporate Champions: Coming to the Defense of Organizations. Carol T. Kulik. Part III: Commentary. Some Observations and Critical Thoughts About the Present State of Justice Theory and Research. Gerold Mikula. Information on Contributing Authors.

Justice is everyone's concern. It plays a critical role in organizational success and promotes the quality of employees' working lives. For these reasons, understanding the nature of justice has become a prominent goal among scholars of organizational behavior. As research in organizational justice has proliferated, a need has emerged for scholars to integrate literature across disciplines. Offering the most thorough discussion of organizational justice currently available, The Oxford Handbook of Justice in the Workplace provides a comprehensive review of empirical and conceptual research addressing this vital topic. Reflecting this dynamic and expanding area of research, chapters provide cutting-edge reviews of selection, performance management, conflict resolution, diversity management, organizational climate, and other topics integral for promoting organizational success. Additionally, the book explores major conceptual issues such as interpersonal interaction, emotion, the structure of justice, the motivation for fairness, and cross-cultural considerations in fairness perceptions. The reader will find thorough discussions of legal issues, philosophical concerns, and human decision-making, all of which make this the standard reference book for both established scholars and emerging researchers.

Handbook on the Temporal Dynamics of Organizational Behavior is designed to help scholars begin to address the temporal shortcomings in the extant organizational behavior literature. The handbook provides conceptual and methodological reasons to study organizational behavior from a dynamic perspective and offers new conceptual and theoretical insights on some of the most popular organizational behavior topics. Unlike many other handbooks, this one provides methodological and analytical tools, including syntax and example data files, to help researchers tackle dynamic research questions effectively.

The chapters in this volume offer new and innovative ways to view values related to fairness, as well as work-related values, their antecedents and consequences. All have been peer reviewed prior to their publication. This volume consists of two parts. The first part focuses on value-based theories in organizations. The papers in this section address issues such as how to define, classify and study values; how values influence fairness by influencing what people believe what they deserve; how one’s own identity relates to fairness perceptions, and how values and norms affect the way that people perceive or construe events.