A study of the relationship between organisational justice and employee readiness for change.
ABSTRACT 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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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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ABSTRACT: The purpose of this study is to develop and investigate a conceptual approach based on trust to promote employees " readiness to organisational change. In this regard, the effects of employee trust in management and supervisors have been examined by the sample of 320 obtained from the public sector academic institutions of a developing country. By applying a survey questionnaire data were collected and used Multiple Regression Analysis (MRA) for testing hypotheses. Results showed that employees trust in management and supervisors have positive and significant impact on developing positive attitudes and behaviours. However, trust in supervisor has more impact than to trust in management. This study reveals an approach based on trust could be effective for developing employees " openness in a developing country culture. This study contributes to the change management literature and support to managers, employers and change agents to develop employees attitudes and behaviours to organisational change.