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The Perceived Fairness of Selection Systems: An Organizational Justice Perspective

Stephen W. Gilliland
The Academy of Management Review
Vol. 18, No. 4 (Oct., 1993), pp. 694-734
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/258595
Page Count: 41
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
The Perceived Fairness of Selection Systems: An Organizational Justice Perspective
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Abstract

A justice model of applicants' reactions to employment-selection systems is proposed as a basis for organizing previous findings and guiding future research. Organizational justice literature is briefly reviewed, and key findings are used to provide a framework for the proposed model and to support hypotheses. The procedural justice of selection systems is examined in terms of 10 procedural rules, wherein the satisfaction and violation of these rules provide the basis for fairness reactions. Distributive justice of hiring decisions is examined with respect to equity, equality, and needs. The model also includes the interaction of procedural and distributive justice and the relationship of fairness reactions to individual and organizational outcomes.

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