Fairness as a dependent variable: Why tough times can lead to bad management.

By Robert Folger, D. Skarlicki. 2001

93 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/561b5d6a5e27f95b9f878b4227fc94ebe55afb6f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

High procedural fairness heightens the effect of outcome favorability on self-evaluations : An attributional analysis (2003, background): “Especially in the latter circumstance, the management challenge is not simply to be procedurally fair when making decisions that yield unfavorable outcomes, which, by itself, can be a daunting task (Folger & Pugh, 2002; Folger & Skarlicki, 2001).”
Necessary Evils and Interpersonal Sensitivity in Organizations (2005, background): “…to behave suboptimally , perhaps even leading, paradoxically, to the sort of poor treatment that elicits in targets the strong negative emotion and antisocial behavior that just, fair, and caring treatment is designed to prevent (Folger & Skarlicki, 2001; Greenberg, 1993; Lind et al., 2000).”
PROCEDURAL JUSTICE, INTERACTIONAL JUSTICE, AND TASK PERFORMANCE: THE MEDIATING ROLE OF INTRINSIC MOTIVATION (2009, unknown): “Please cite this article in press as: Zapata-Phelan, C. P., et al. Procedura tional Behavior and Human Decision Processes (2008), doi:10.”
Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress (2018, unknown): “Scholars have wondered “why managers do not always practice fairness principles” (Folger and Skarlicki 2001, p. 98).”
Increasing Interpersonal and Informational Justice When Communicating Negative News: The Role of the Manager’s Empathic Concern and Moral Development (2010, background): “Providing detailed explanations, using politeness, focusing on the recipient, and demonstrating respect and concern can involve greater communicator effort, time, and exposure of the communicator to the recipient’s negative reaction (Folger & Skarlicki, 1998, 2001).”
Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, background): “…of the vacuum within the justice literature regarding personal dispositions associated with managers’ procedural justice (Colquitt & Greenberg, 2003; Folger & Skarlicki, 2001), IPTs have been shown to be a theoretically derived predictor of managers providing performance appraisals that are…”
Apologies and Transformational Leadership (2006, background): “First, public admissions of fault are perceived by many leaders as embarrassing, a sign of weakness that threatens their authority (Jackall, 1988), even worsening sensitive situations (Folger and Skarlicki, 2001).”