Justice source and justice content:evaluating the fairness of organizational career management practices

Crawshaw, Jonathan R. (2006). Justice source and justice content:evaluating the fairness of organizational career management practices. Human Resource Management Journal, 16 (1), pp. 98-120.

Abstract

This article presents part of the findings of a multi-method study into employee perceptions of fairness in relation to the organisational career management (OCM) practices of a large financial retailer. It focuses on exploring how employees construct fairness judgements of their career experiences and the role played by the organisational context and, in particular, OCM practices in forming these judgements. It concludes that individuals can, and do, separate the source and content of (in)justice when it comes to evaluating these experiences. The relative roles of the employer, line manager and career development opportunities in influencing employee fairness evaluations are discussed. Conceptual links with organisational justice theory are proposed, and it is argued that the academic and practitioner populations are provided with empirical evidence for a new theoretical framework for evaluating employee perceptions of, and reactions to, OCM practices.

Publication DOI: https://doi.org/10.1111/j.1748-8583.2006.00006.x
Divisions: Aston Business School > Work & organisational psychology
Uncontrolled Keywords: employee perceptions,fairness,organisational career management,OCM,financial retailer,fairness judgements,career experiences,organisational justice theory
Published Date: 2006-01

Download

Full text not available from this repository.

Export / Share Citation


Statistics

Additional statistics for this record