Fr-SYM-955-5 - Justice Perceptions Before And Afterorganizational Restructuring: Changes In Supervisors’ Fairness Ratings, Organizational Attitudes, And Well-Being

Organizational justice
1 hour
GM Auditorium
Conflict in organizations
Organizational justice
Justice perceptions before and afterorganizational restructuring: Changes in supervisors’ fairness ratings, organizational attitudes, and well-being
C. Bernhard-Oettel 1,*, K. Näswall 2, C. Eib 3
1Dep of Psychology, STOCKHOLM UNIVERSITY, Stockholm, Sweden, 2Dep of Psychology, University of Canterbury, Canterbury, New Zealand, 3Dep of Psychology, University of East Anglia, Norwich, United Kingdom
Main Abstract Content: Purpose
According to fairness heuristics theory and the dynamic model of justice perceptions, employees’ may change their organizational justice perception in case organizations do not behave as employees have come to expect. The present study tests the re-evaluation of justice perceptions of supervisors in a Swedish governmental agency undergoing job/supervisory role restructuring.
Supervisors have been approached before (T1), two months (T2) and a year (T3) after the change of the job/supervisory role structure. At T2, some were in a preferred job position (N = 80), whereas others had accepted jobs they had not opted for (N = 50).
Initially, both groups did not differ in their (T1) ratings of organizational justice. At T2, those who had accepted less preferred jobs indicated significantly lower ratings of organizational justice and trust, had lower job satisfaction, higher turnover intentions and lower mental health. At T3, justice and trust perceptions and job satisfaction were similar, whereas turnover intentions had increased further among supervisors in less preferred job roles after the restructuring.
The sample is rather small and only one organizational change was studied.
Research/Practical Implications
This study emphasizes the importance of justice perceptions in organizational change processes, particularly if these processes lead to unfavorable outcomes for some of the employees.
This study is one of the few that focuses on dynamic experiences of justice and shows that re-evaluations of justice are impacted by how organizations meet employees’ expectations.

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