Title: Equity Theory - an overview | ScienceDirect Topics
Headings: Equity Theory
Equity Theory
Motivating employees and fostering diversity
Equity theory
Psychological Contracts
Equity Theory
Organizational Justice
2 History of Justice in Organizations
THE MEDIATING EFFECTS OF THE APPEARANCE OF NONDURABLE CONSUMER GOODS AND THEIR PACKAGING ON CONSUMER BEHAVIOR
1.1 Four roles for package appearance
Emotions, Sociology of
Emotion and Equity, Justice, and Exchange
Fairness management
Comparison standards of fairness perceptions
Mortgage Default
Theories of Default
The Why and How of Defending Belief in a Just World
4.3.1 Situational determinants of how people defend BJW
Industrial/Organizational Psychology across Cultures
3.2 Cross-Cultural Differences in How Employees Are Motivated at Work: Process Theories
Fairness management
Perceptions of fairness

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URL: https://www.sciencedirect.com/science/article/pii/B9780080970868220357
Organizational Justice
Paul E. Levy, Christina Norris-Watts, in Encyclopedia of Applied Psychology, 2004
2 History of Justice in Organizations
Adams’ work on equity theory is the foundation for psychological work on fairness. The focus of this work was on the fairness of outcomes, or what has become known as distributive justice. Organizational researchers recognized the potential effect of distributive justice on organizational functioning and, thus, it has been a major focus of organization-based research since the 1980s. However, as it became clearer that employees’ reactions to organizational events were not based solely on their perceived notions of outcome fairness or distributive justice, the direction of research followed from work in social psychology and process-related issues began to be examined. Thus, procedural justice, or the fairness of the processes used to determine outcomes, became a major research focus and this has continued into the 21st century. Procedural justice is enhanced by providing employees with opportunities for voice or input into the process and by following fair and consistent rules. In fact, Leventhal suggested a set of rules to follow to ensure procedural justice that included accuracy, ethicality, and representativeness. In the mid- to late 1980s, Bies suggested a third dimension of organizational justice that he called interactional justice. Interactional justice is believed to be related to procedural justice, but in particular it describes how decisions are communicated to employees and focuses on interpersonal treatment.