Premium
Justice source and justice content: evaluating the fairness of organisational career management practices
Author(s) -
Crawshaw Jonathan R.
Publication year - 2006
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.2006.00006.x
Subject(s) - organizational justice , perception , construct (python library) , context (archaeology) , economic justice , public relations , line management , empirical research , procedural justice , business , psychology , empirical evidence , sociology , knowledge management , political science , epistemology , computer science , paleontology , philosophy , neuroscience , law , biology , programming language
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.