A study of the relationship between organisational justice and employee readiness for change

Journal of Enterprise Information Management 04/2011; 24(3):224-236. DOI: 10.1108/17410391111122835
Source: DBLP


Purpose – This paper aims to examine the relationships and predictive power of organisational justice factors such as distributive and procedural justice along with demographic factors towards the employee readiness for organisational change in a developing country. Design/methodology/approach – The paper uses random sampling of large public sector organisations of a developing country. This is a cross-sectional study where the researcher has used a self-administered survey questionnaire for data collection. The researcher used analytical techniques such as descriptive statistics, factor loading and Pearson's correlations. Finally, hypotheses were tested using the multiple regression analysis on to Statistical Package for Social Sciences (SPSS) version 15.0 for Windows. Findings – It is concluded that employees of public sector organisations in a developing country can develop their positive attitudes and behaviours for organisational change on the basis of distributive and procedural justice. Furthermore, the findings of the paper hold that demographic variables such as gender, age and marital status have no positive and significant relationships with employee readiness. Research limitations/implications – This study contributes to the literature on change management, human resources management, organisational behaviours and organisational development. This study may support the management and practitioners of change management in assessing and evaluating organisational change programmes, particularly in the developing country. Originality/value – The originality of the paper lies in the use of multivariate statistics on the organisational justice variables in order to examine the attitudes and behaviours of the employees of a public sector employer of a developing country.

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    • "One of the main areas of interest in studies of organisational justice is the relationship between perceptions of inequity and discrimination on the one hand , and workplace attitudes and satisfaction on the other ( Ensher , Grant - Vallone , & Donaldson , 2001 ; Igalens & Rousel , 1999 ; Lee & Farh , 1999 ; McFarlin & Sweeney , 1992 ; Shah , 2010 ; Tremblay et al . , 2000 ) . "
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    ABSTRACT: This study proposes and tests a model that explains the job dissatisfaction of the physically disabled as a result of their general perception that they are treated inequitably by their employer, and their specific perception that they have experienced discrimination in compensation. These three variables have not previously been studied in combination. Using the theoretical framework of organisational justice, we apply structural equation models to test our hypotheses in a sample of 220 employed people with physical disabilities in Andalusia. We show that the perception of discrimination in compensation follows the perception of inequity and mediates the relationship between that perception and job dissatisfaction.
    The International Journal of Human Resource Management 05/2014; 26(17):1-18. DOI:10.1080/09585192.2014.985323 · 0.93 Impact Factor
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    • "A central topic in the study of organizational justice is the relationship between perceived inequity and discrimination in the workplace, and the generation of specific attitudes and degrees of (dis)satisfaction (Ensher et al., 2001; Igalens and Roussel, 1999; Kandal and Abdul Rashid, 2012; Lee and Farh, 1999; McFarlin and Sweeney, 1992; Shah, 2010; Tremblay et al., 2000). Studies on organizational justice show that the perception of injustice and perceived discrimination have a substantial effect in terms of employee dissatisfaction and reduced commitment to the organization (Austry and Daugherty, 2003; Cohen-Charash and Spector, 2001; Ensher et al., 2001; Foley et al., 2005; 227 Individuals with physical disabilities Younts and Mueller, 2001). "
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    ABSTRACT: Purpose ‐ Few studies have focussed on the situation of employees with physical disabilities from the perspective of human resources management ‐ in particular on the career development expectations of this group. The purpose of this paper is to meet this need by focussing on individuals with physical disabilities in Andalusia (Spain). It analyzes three key aspects: whether the perception of discrimination is related to the perception of inequity due to their disabilities, with this relationship being moderated by gender; whether these perceptions of inequality and discrimination lead to feelings of dissatisfaction with the employing organization; and whether the perception of discrimination mediates the relationship between perceived inequity and job dissatisfaction. Design/methodology/approach ‐ Using the theoretical framework of organizational justice, regression analysis is applied to test the hypotheses in a population of 459 employed people with physical disabilities. Findings ‐ The results show that perceived discrimination is due to perceived inequity when peers who do not have a disability are used as comparative reference; however, this relationship is not moderated by gender. These perceptions of inequity and discrimination cause individuals to feel dissatisfaction in organizations, and a mediating effect is found for the perception of discrimination in professional development opportunities. The control variables considered, age and education, are not significant in the relationships studied. Originality/value ‐ An original and valued model is proposed to explain job dissatisfaction among employees with physical disabilities and the possibility of perceiving a dual disadvantage, in their possibilities for professional development. The model links together three variables that have not previously been linked all together in the literature ‐ perceived inequity, perceived discrimination on the grounds of disability, and dissatisfaction ‐ highlighting that perceived discrimination on the grounds of disability mediates the relationship between perceived inequity and dissatisfaction. This model can also examine whether a dual disadvantage is perceived owing to an individual's being a woman and having a disability, considering gender as a variable that moderates the relationship between perceived inequity and perceived discrimination on the grounds of disability.
    Career Development International 05/2014; 19(2). DOI:10.1108/CDI-02-2013-0022 · 1.29 Impact Factor
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    • "In today's era of intense global competition, the pace of change that influences businesses is ever increasing. Many new change and transformational initiatives have been developed in order to improve the organizational performance and achieve sustainable competitive advantages (Wanberg and Banas, 2000; By, 2007; Shah, 2011; Fuentes-Henríquez and Del Sol, 2012). Successful organizations are under great pressure to be prepared to cope with these pressing changes in order to survive in the competitive global marketplace (Lawson and Price, 2003; Fuentes-Henríquez and Del Sol, 2012). "
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    ABSTRACT: Purpose ‐ While few recent studies have paid attention to the relationship between organizational culture (OC) and individual readiness for change (IRFC), there is still a lack of systematic and empirical studies regarding the influence of all OC types on the IRFC components within the change management literature. This study aims to fill this gap in the literature by empirically examining the influence of all four organizational culture types of the competing values framework (CVF) on the components of IRFC regarding TQM implementation, within the context of manufacturing organizations operating in Syria. Design/methodology/approach ‐ A total of four hypotheses were proposed for testing. A questionnaire was developed and distributed to 350 Syrian manufacturing organizations (SMOs) in order to measure the level of IRFC and to identify the cultural profiles and characteristics of these organizations. Findings ‐ The analysis of the data collected shows that certain types of organizational culture are conducive to fostering IRFC. In particular, the findings of an empirical investigation revealed that group culture and adhocracy culture are the most supportive culture types for IRFC. Originality/value ‐ This paper contributes to the existing literature of change management by providing empirical evidence leading to advancement of knowledge and the understanding of the relationship between OC types and IRFC components. Furthermore, the paper adds value via its contextual originality; being the first study that empirically examined the Syrian cultural context, and hence contributing to the scarce body of literature of both OC and IRFC, and in particular the developing countries.
    Journal of Organizational Change Management 03/2014; 27(1):5-22. DOI:10.1108/JOCM-04-2012-0046 · 0.74 Impact Factor
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