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: The purpose of this article is to clarify the readiness for change concept and examine how change agents can influence employee readiness for organizational change. The article contributes to an improved understanding of change dynamics in four important ways. First, readiness for change is distinguished from resistance to change. Readiness is described in terms of the organizational members' beliefs, attitudes, and intentions. Second, a model is offered that describes the influence strategies as well as the importance of change agent credibility and interpersonal and social dynamics in the readiness creation process. Third, by combining urgency of, and employee readiness for, needed changes, a typology of readiness programs is offered. Fourth, a large multinational corporation's efforts to create readiness for large-scale change are described to provide a cogent illustration of the various readiness interventions described in the model. [ABSTRACT FROM AUTHOR] Copyright of Human Relations is the property of Sage Publications, Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)Human Relations 06/1993; 46(6):681-704. · 1.73 Impact Factor
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ABSTRACT: Based on London's (1983) and London and Mone's (1987) theory of career motivation and the extrawork literature, a hypothesized model of the antecedents and outcomes of career commitment was proposed and tested. Data obtained using structured questionnaires from a sample of teachers and nurses in Singapore (N = 510) were analyzed using LISREL. Results of the LISREL analysis indicate that the model did not fit the data although work role salience, organizational commitment, career satisfaction, and organizational opportunity for development emerged as significant antecedents of career commitment. The only extrawork variable, family supportive activity, was not significantly related to career commitment directly. In terms of outcomes of career commitment, career commitment was significantly and positively related to skill development and negatively to career and job withdrawal intentions but was not significantly related to work quality. Implications of the failure of the model to fit the data for London's and London and Mone's theory are discussed and hypotheses for the model's revision are suggested.Journal of Vocational Behavior. 01/1992;
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ABSTRACT: With the development of the global economy in the late 1980s and 1990s, organizations have been forced to continually reevaluate operations and strategies. As a result, the one constant in this dynamic world is the everchanging work environment. The human resource and organizational development fields have long looked to investigate what makes change efforts successful. Researchers and practitioners have both found employee readiness to be a critical factor in successful change efforts. This article provides a theoretical foundation for one of the most complete models of organizational readiness. Specifically, the Armenakis, Harris, &Feild five-message component model of organizational readiness is presented with a theoretical foundation for the importance of each of the five specified components. A case study is provided to display the need to communicate each of the message components. Implications and conclusions draw attention to the importance of taking proactive steps in creating readiness.Human Resource Development Review 01/2004; 3(1):36-52.