Researchers, scholars, and doctoral-level students in human resources, organizational behavior, and ethics will find this a timely, thought-provoking resource.

Here the authors consider justice in organizations within the new framework of Fairness Theory, which integrates previous work in this area by focusing on accountability for events with negative impact on material and psychological well-being.

This work aims to act as a central reference point for the application of organizational justice, helping human resource managers relate the importance of organizational justice within the workplace.

Justice in the Workplace acts as a central reference point for application of organizational justice and helps human resource managers relate the importance of justice to their work environments. Forming much of this book's content, outcomes, processes, and interpersonal treatment are three powerful tools for building and maintaining workplace justice. In Part I these books are discussed at a theoretical level. Part II applies these theories to several issues important to both human resource management and society. And Part III looks at organizational justice in the years ahead. Compared to the first volume, this book will appeal to practitioners and researchers in such applied areas as human resource management, industrial organizational psychology, and management.

Leading in organizations working for justice is not the same as leading anywhere else. Staff expect to be treated as partners and demand internal practices that center equity. Justice leaders must meet these expectations, as well as recognize and address the ways that individuals and organizations inadvertently replicate oppression. Created specifically for social justice leaders, Leading for Justice addresses specific concerns and issues that beset organizations working for social justice and offers practices and models that center justice and equity. Topics include: the role of a supervisor in a social justice organization, the importance of self-awareness, issues of power and privilege, human resources as a justice partner, misses and messes, and clear guidelines for holding people accountable in a manner that is respectful and effective. Written in a friendly, accessible, and supportive tone, and offering discussion questions at the end of each short section to make the book user-friendly for both individuals and teams, Leading for Justice is a book for leaders who want to walk the talk of supporting social justice, in their organizations and in the world.

Justice in the Workplace acts as a central reference point for application of organizational justice and helps human resource managers relate the importance of justice to their work environments. Forming much of this book's content, outcomes, processes, and interpersonal treatment are three powerful tools for building and maintaining workplace justice. In Part I these books are discussed at a theoretical level. Part II applies these theories to several issues important to both human resource management and society. And Part III looks at organizational justice in the years ahead.