The Importance of Organizational Justice in Personnel Selection: Defining When Selection Fairness Really Matters

Truxillo, Donald M.; Steiner, Dirk D.; Gilliland, Stephen W.

doi:10.1111/j.0965-075x.2004.00262.x

Cited by 119 publications

(141 citation statements)

References 90 publications

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“…Applicants perception of fairness about the selection procedures may be influenced because of the already familiarity of an applicant about some specific selection procedures (Truxillo et al, 2004). The major cause that influences the perception is the favorable outcome of a recruitment and selection process but at the same time in some cases an applicant does not see his performance well before any feedback, as it is not enough to relate outcome with the perception only (Ryan & Polyhart, 2000).…”

Section: Fairness and Procedural Justice Issue In The Recruitment Andmentioning

confidence: 99%

So far where we Stand in the Recruitment and Selection Studies? A Review Study based on earlier Studies

Nabi¹,

Song²,

Raja³

et al. 2015

ijhrs

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Since the modern human civilization has become known, the struggle for growth and survival has remained a central focus of all times and it is inevitable to gain this without competitive and well balanced workforce. This lead the studies focus on human resource which has been identified as key resource for organizations, due to which the recruitment and selection become the basic activity for effective selection apart from any ethical, social and legal issues influence. A vast amount of research studies have been conducted in the field of recruitment and selection from various perspectives, due to which it has become difficult to contemplate and comment on its reasonability. This review study has analyzed the different perspectives of the recruitment and selection that has been much focused in earlier studies with a focus on a sole objective of this study, to understand how future studies may be focused to address the issue of generalization and conduct future studies in the field of recruitment and selection.

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Section: Fairness and Procedural Justice Issue In The Recruitment Andmentioning

confidence: 99%

So far where we Stand in the Recruitment and Selection Studies? A Review Study based on earlier Studies

Nabi¹,

Song²,

Raja³

et al. 2015

ijhrs

View full text Add to dashboard Cite

show abstract

“…The most popular topics appear to revolve around psychometric characteristics such as reliability and validity (e.g., Berry, Sackett, and Landers 2007), which is not surprising given that they relate directly to their usefulness (e.g., accuracy) for selecting new employees. Other popular topics include the cognitive decisionmaking processes of interviewers (e.g., Struthers, Colwill, and Perry 1992), the influence of demographic features such as race and gender (e.g., McCarthy, Van Iddekinge, and Campion 2010), the impact of nonverbal communication such as posture, smiling, and nodding (e.g., Tsai, Huang, and Yu 2012), applicant reactions such as fairness (e.g., Truxillo, Steiner, and Gilliland 2004), and impression management (Levashina and Campion 2007).…”

Section: Functional Forms Of Competence: Interviewingmentioning

confidence: 99%

17. Functional forms of competence: Interviewing

Huffcutt¹,

Culbertson²,

Riforgiate³

2015

Communication Competence

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Employment interviews are ubiquitous in the workplace, providing a necessary step in the hiring process and influencing organizational composition and applicant employment. Research pertaining to professional interviewing is frequently conducted outside of the communication discipline, yet the nature of the interview interaction is highly communicative. The purpose of this chapter is to develop a solid foundation for understanding communication in employment interviews by utilizing the concept of communication competence as a theoretical basis. Specifically, we address aspects of communication effectiveness and appropriateness in employment interviews, including how they vary according to the degree of their standardization. For instance, both parties (interviewer and interviewee) have the goal of reducing uncertainty, although the nature of those goals differ (e.g., organizational perspectives regarding potential interviewee performance verses interviewee perceptions of job fit and the likelihood of being offered the job). Directions for future research are presented, including a pressing need for research examining how the two parties adjust communication during the interaction based on perceptions of the other's communication behaviors.

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“…The organizational justice construct has consistently been found to factor into three different components: distributive, procedural and interactional justice (Gilliland, 1993;Greenberg, 1990;Truxillo, Steiner, & Gilliland, 2004). Distributed justice concerns fairness perceptions regarding the distribution of outcomes (Gilliland & Chan, 2001;Homans, 1961;Gilliland, 1993;1995;Greenberg, 1990).…”

Section: Nepotism and Organizational Justicementioning

confidence: 99%

Bringing Along the Family: Nepotism in the Workplace

Muhammad¹

2012

PsycEXTRA Dataset

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The current study advances an organizational justice theory to the concept of workplace nepotism. I examined if an individual's perception of nepotism can be influenced by their cultural self-construal and how the different components of organizational justice (distributive, procedural, interactional and informational) provide the psychological mechanism through which they base their judgments of fairness. A 2 (organizational selection: merit, nepotism) X 2 (competence: high, low), X 2 (in-group, out-group) experimental design was be utilized to test this theory.Participants read a randomized vignette, which varied the level of the six important factors. They then completed dependent variables (fairness evaluations and organizational reactions) about each scenario. This study represents the first empirical investigation of nepotism through the lens of individual's cultural self-construal and organizational justice. BRINGING ALONG THE FAMILY: NEPOTISM IN THE WORKPLACE

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The Importance of Organizational Justice in Personnel Selection: Defining When Selection Fairness Really Matters

Cited by 119 publications

References 90 publications

So far where we Stand in the Recruitment and Selection Studies? A Review Study based on earlier Studies

So far where we Stand in the Recruitment and Selection Studies? A Review Study based on earlier Studies

17. Functional forms of competence: Interviewing

Bringing Along the Family: Nepotism in the Workplace

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