Sort by: Author Title [ Type  (Desc)] Year
Filters: Keyword is fairness  [Clear All Filters]
Web Article
Madow, L. (1974).  Anger.
Haden Elgin, S. (1985).  The Gentle Art of Verbal Self-Defense.
"It ought to be true that the support structure and the job success would come of themselves, automatically, as a result of your being a good person who does your work properly. I am sorry to have to tell you that the game is not played that way. People who assume it is will be trampled upon and will usually never know what hit them." (p. 244)
Hawken, P. (1988).  Growing a business.
"Like canny investors, employees know exactly how much of themselves they will invest in a given work situation before they feel taken for granted or ripped off. For pragmatic reasons of productivity and employee satisfaction, if for no other reason, I advise employee ownership. Nevertheless, it is not a panacea. lf it is instituted as a 'technique,' it has no meaning and can backfire. There is no point in sharing equity if it does not stem from your sense of fairness. If you are not a fair person, don't fake it. Employees resent hypocrisy more than greed.
Fairness is something people feel. You cannot fool workers with fancy titles, by calling people 'associates' or holding pep rallies, or by convoluted profit-sharing schemes that vest on the seventieth birthday. So often in business literature the question comes up as to what is the best way to treat your employees. It is a question with no meaning. The question you should always ask is what do you think of your employees. What you think about the people you work with will decide how you treat them, and will determine how you structure your company." (p. 114)
Kepner, C. H., & Tregoe B. B. (1981).  The New Rational Manager.
In human performance problems, assessing consequences is an attempt to protect an employee's future against unintended harm....Actions affecting human beings have multiple consequences—some good, some harmful. Fairness requires that at least any unintended effects be assessed. The organization should not decide for the employee how life in the future should be lived; rather, it must be aware of how today's decisions affect tomorrow's conditions." (p. 198)
Schwartz, P., & Gibb B. (1999).  When Good Companies Do Bad Things: Responsibility and Risk in an Age of Globalization.
"Unfortunately for the triumphalists, the issues that sparked Marxism as a social force in the first place—people's inherent desire for justice, fairness, and a secure place in the world for their children—did not go away when state socialism did, but are instead assuming new forms." (p. 96)

See also: equality, ethics, treatment, diversity, anger

Google ngram chart

Neighbor relation graph

SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: fairness
    • preferred: fairness
    • alternate: justice
    • alternate: equitably
    • alternate: equity
    • definition: ability to make judgments free from discrimination or dishonesty
    • related: equality
    • related: ethics
    • related: treatment
    • related: diversity
    • closeMatch:
    • keyword-155
    • antonym: anger
    • linked content:
      • sense: candor
      • sense: candour
      • sense: fair-mindedness
      • sense: fairness
      • fairness
      • in scheme:
      • gloss: ability to make judgments free from discrimination or dishonesty
      • hyponym of:
      • synset id: 106203030
  • W3C SKOS spec
    RDF source

    (C)2014 CC-BY-NC 3.0,