Dear Colleague
Could you please be kind enough posting this call for chapters.Thank you.
Best Regards,
Djamel Eddine Laouisset
Professor - Alhosn University Faculty of Business - UAE
Visiting Professor - U Nottingham Business School - UK
------------------------------------------------------------------------------
Editor
Prof. Djamel Eddine Laouisset/Professor Faculty of Business/Alhosn University/Abu Dhabi/United Arab Emirates & Visiting Professor University of Nottingham Business School/UK
Call for Chapters
Proposals Submission Deadline: May 30, 2015
Full Chapters Due: July 30, 2015
Introduction
Organizational justice is a major area in the field of organizational behavior, it basically "refers to people's perceptions of justice in organizations" (Greenberg, 1987). In fact, it studies how distribution is implemented in terms of various outcomes and procedures, how it is justified and what interpersonal relations it involves. Organizational justice theory has grown in two distinct paths, first, the structure of justice and, second, the impact of justice or lack of it on various outcomes. In a first path, organizational justice theory has evolved into three dimensions of justice, first, distributive (Greenberg, 1987), second, procedural (Thibaut & Walker, 1975) and, third, interactional (Greenberg, 1987). The third dimension has two sub-dimensions, first, interpersonal, related to respect and dignity, and, second, informational, related to honesty and adequacy (Greenberg, 1993). In a second path, organizational justice theory has evolved into identifying the various effects of organizational justice on a number of work outcomes such as performance evaluation and organizational commitment for instance (Korsgaard, 1995 & Materson, 2000).
Objective
Organizations are assumed to have the power to influence justice perceptions resulting from the aggregation of individual and group-level interactions of organizational justice' triple dimension (Cropanzano, 2001), and we assume that an Islamic reading of the extant literature may add practical value and offer a valuable scholarly contribution to the area of global organizational behavior in general and organizational justice research in particular. Field researchers may achieve a better understanding of the expectations and decisions made by various actors regarding organizational justice global challenges and how these choices contribute to shape a harmonious cross-cultural organizational life.
Submission Procedure
Interested authors are invited to submit on or before May 30th, 2015, a 2-3 page chapter proposal clearly explaining the mission and concerns of his or her proposed chapter, identifying its authors, motivation, objectives, expected results, and an overview of its structure and development. Proposals should be submitted via the editor email: d.laouisset@alhosnu.ae.
Authors of accepted proposals will be notified by June 30th, 2015 about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by July 30th, 2014. All submitted chapters will be reviewed on a double-blind review basis.
Publisher
This book is scheduled to be published by Palgrave Mc Millan. For additional information regarding the publisher, please visit www.palgrave.com. This publication is anticipated to be released in 2016.
Important Dates
Proposal Submission Deadline: May 30, 2015
Notification of Acceptance: June 30, 2015
Full chapter Submission: July 30, 2015
Review Results to Authors: August 15, 2015
Final Chapter Submission: August 30, 2015
Inquiries
d.laouisset@alhosnu.ae
dlaouisset@gmail.com
References
Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67, 422-436.
Al-Zu'bi, H. A. (2010). A study of relationship between organizational justice and job satisfaction. International Journal of Business and Management, 5 (12), 102-109.
Barsky, A., & Kaplan, S. A. (2007). If you feel bad, it's unfair: A quantitative synthesis of affect and organizational justice perceptions. Journal of Applied Psychology, 92, 286–295.
Bies, R.J., & Moag, J.F. (1986). Interactional justice: Communication criteria of fairness. Research on Negotiations in Organizations, 1, 43-5.
Byrne, Z. S. (1999). How do procedural and interactional justice influence multiple levels of organizational outcomes? Symposium presented at the annual conference of the Society of Industrial/Organizational Psychology, Atlanta, GA.
Carroll, A. B. (1999). Corporate social responsibility. Business and Society, 38, 268-295.
DeConick, J. B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust. Journal of Business Research, 63.
Gruys, M. L., & Sackett, P. R. (2003). Investigating the dimensionality of counterproductive work behavior, International Journal of Selection and Assessment, 11, 30-42
Cohen-Charash, Y., & Spector, P.E. (2001). The role of justice in organizations: A Meta-analysis.Organizational Behavior and Human Decision Processes, 86 (2), 278-321.
Colquitt, J.A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386-400.
Cropanzano, R. (1997). Progress in Organizational Justice: Tunneling Through the Maze. In: C. L.Cooper & I. T. Robertson (Eds.) International Review of Industrial and Organizational Psychology. New York, John Wiley & Sons.
DeConinck, J.B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees` level of trust. Journal of Business Research, 63, 1349-1355.
Erdogan, B. (2002). Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review, 12, 555-578.
Greenberg, J. (1987). Taxonomy of organizational justice theories. Academy of Management Review, 12, (1), 9-22.
Holtz, B.C., & Harold, C.M. (2009). Fair today, fair tomorrow? A longitudinal investigation of overall justice perceptions, Journal of Applied Psychology, 94(5), 1185-1199.
Hubbell, A., & Chory-Assad, R. (2005). Motivating factors: Perceptions of justice and their relationship with managerial and organizational trust. Communication Studies, 56, 47-70.
Johns, G. (2001). The psychology of lateness, absenteeism, and turnover. In N. Anderson, D. S. Ones, H. P. Sinangil, & C. Viswesvaran (Eds.), Handbook of Industrial, Work and Organizational Psychology (Vol. 2, pp. 232–252). London, U.K.: Sage :Publications.
Johnson, R. E., & Lord, R.G. (2010). Implicit effects of justice on self-identity. Journal of Applied Psychology, 95(4), 681-695.
Karriker, J. H.; Williams M. L. (2009). Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model. Journal of Management, 35, 112.
Kernan, M. C., & Hanges, P. J. (2002). Survivor reactions to reorganization: antecedents and consequences of procedural, interpersonal and information justice. Journal of Applied Psychology, 87, 916-928.
Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.
Liao, H., & Rupp, D.E., (2005). The impact of justice climate and justice orientation on work outcomes:A cross-level multifoci framework. Journal of Applied Psychology, 90 (2), 242-256.
Leventhal, G. S. (1980). What should be done with equity theory? New approaches to the study of fairness in social relationship. In K. Gergen, M. Greenberg, & R. Willis (Eds.), Social exchange: Advances in theory and research . New York: Plenum Press.
Li, A., & Cropanzano, R. (2009). Fairness at the group level: Justice climate and intraunit justice climate. Journal of Management, 35, 564-599.
Liljegren, M. & Ekberg, K. (2009). The associations between perceived distributive, procedural, and interactional organizational justice, self-rated health and burnout. Work, 33, 43-51.
Moorman, R.H. (1991). Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship? Journal of Applied Psychology,76 (6), 845-855.
O`Neill, T.A., Lewis, R.J., & Carswell, J.J. (2011). Employee personality, justice perceptions and the prediction of workplace deviance. Personality and Individual Differences, 51, 595-600.
Rezaiean, A., Givi, M.E., Givi, H.E., & Nasrabadi, M.B., (2010). The relationship between organizational justice and organizational citizenship behaviors: the mediating role of organizational commitment, satisfaction and trust. Research Journal of Business Management, 4(2), 112-120.
Roberson, Q. M., & Colquitt, J. A. 2005. Shared and configural justice: A social network model of justice in teams. Academy of Management Review, 30, 595-607.
Rupp, D.E., & Cropanzano, R. (2002). The mediating effects of social exchange relationships in predicting workplace outcome from multifoci organizational justice. Organizational Behavior and Human Decision Processes, 89, 925-946.
Saunders, M.N.K., & Thornhill, A. (2003). Organizational justice, trust and the management of change. An Exploration. Personnel Review, 32(3), 360-375.
Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees following a merger: A longitudinal field experiment. Academy of Management Journal, 34, 110–135.
Sweeney, P. D., & McFarlin, D. B. (1993). Workers' evaluations of the "ends and the "means": An examination of four models of distributive and procedural justice. Organizational Behavior and Human Decision Processes, 55, 23-40.
Tatum, B. C. & Eberlin, R. J. (2008). The relationship between organizational justice and conflict style. Business Strategies Series, 9(6), 297-305.
Tabibnia, G., Satpute, A. B., & Lieberman, M. D. (2008). The sunny side of fairness: Preference fairness activates reward circuitry (and disregarding unfairness activates self-control circuitry). Psychological Science, 19, 339-347.
Zapata-Phelan, C.P., Colquitt, J.A., Scott, B.A., & Livingston, B. (2009). Procedural justice, interactional justice and task performance: the mediating role of intrinsic motivation. Organizational Behavior and Human Decision Processes, 108, 93-105.
Zoghbi-Manrique-de-Lara, P. & Verano-Tacoronte, D. (2007). Investigating the effects of procedural justice on workplace deviance: Do employee's perceptions of conflicting guidance call the tune? International Journal of Manpower, 28(8), 715-729.
Delivery to the following recipient failed permanently: wankel@verizon.com Technical details of permanent failure: Google tried to deliver your message, but it was rejected by the server for the recipient domain verizon.com by fldsmtpe03.verizon.com. [140.108.26.142]. The error that the other server returned was: 550 #5.1.0 Address rejected. ----- Original message ----- DKIM-Signature: v=1; a=rsa-sha256; c=relaxed/relaxed; d= gmail.com; s=20120113; h=mime-version:date:message-id:subject:from:to:content-type; bh=rkXp6Hg63jmLLBI/g0uM8nDZ4TMjHSe4qQc6rC3uwFo=; b=gFHkHJt0Zk+rCHZpqdPLG+yx8J6HmE6UygJcDPFwTfR3XqiUyc+fOPC0IT6N9fBWaU DN8la2NejlqwphbE8IT6rYGVTEnKg5tzB0MzcHXRCi9o6fvWkIpdsPtpYnGgSJ0YrSMp xqTercixNp/8qgryEMiKI/qSQNj9OwmBsF+CXnY/Mz4cGEtdUWYp6wmJ0Hsy5Y97w4pT Wj+7OX1obg+I8pUL6vpXkpuBVuGHyftsJ/rs9C186U4W35VUs5b5ehS73z4gHAkAAtIE dows2JpsbcQp81wsfPedQHtcUu9R4DexowS4N5IjOvyVwiulvl9RWgul0HhBcoNvZMD8 DxRg== MIME-Version: 1.0 X-Received: by 10.182.163.52 with SMTP id yf20mr4036909obb.69.1428695564566; Fri, 10 Apr 2015 12:52:44 -0700 (PDT) Received: by 10.76.11.1 with HTTP; Fri, 10 Apr 2015 12:52:44 -0700 (PDT) Date: Fri, 10 Apr 2015 23:52:44 +0400 Message-ID: <CAEKv1_6Qq21rVoxBqwR5j8biDEo=58W9g70+KdgD= 4jJRWFntg@mail.gmail.com> Subject: Call for Book Chapters: Islamic Management of Organizational Justice From: Djamel < dlaouisset@gmail.com> To: wankel@verizon.com Content-Type: multipart/alternative; boundary=e89a8f503b489e453e0513641ba3 *Editor*
Prof. Djamel Eddine Laouisset/Professor Faculty of Business/Alhosn University/Abu Dhabi/United Arab Emirates & Visiting Professor University of Nottingham Business School/UK
*Call for Chapters*
Proposals Submission Deadline: May 30, 2015
Full Chapters Due: July 30, 2015
*Introduction*
Organizational justice is a major area in the field of organizational behavior, it basically "refers to people's perceptions of justice in organizations" *(Greenberg, 1987).* In fact, it studies how distribution is implemented in terms of various outcomes and procedures, how it is justified and what interpersonal relations it involves. Organizational justice theory has grown in two distinct paths, first, the structure of justice and, second, the impact of justice or lack of it on various outcomes. In a first path, organizational justice theory has evolved into three dimensions of justice, first, distributive *(Greenberg, 1987)*, second, procedural *(Thibaut & Walker, 1975)* and, third, interactional *(Greenberg, 1987).* The third dimension has two sub-dimensions, first, interpersonal, related to respect and dignity, and, second, informational, related to honesty and adequacy *(**Greenberg, 1993**).* In a second path, organizational justice theory has evolved into identifying the various effects of organizational justice on a number of work outcomes such as performance evaluation and organizational commitment for instance *(Korsgaard, 1995 & Materson, 2000).* *Objective*
Organizations are assumed to have the power to influence justice perceptions resulting from the aggregation of individual and group-level interactions of organizational justice' triple dimension *(**Cropanzano, 2001**), *and we assume that an Islamic reading of the extant literature may add practical value and offer a valuable scholarly contribution to the area of global organizational behavior in general and organizational justice research in particular.
----- Message truncated ----- | Click here to Reply or Forward |
0.35 GB (2%) of 15 GB used Last account activity: 1 hour ago Details |
| |