Justice and employee reactions during organizational change: The mediating role of overall justice.

Marzucco, Laurence; Marique, Géraldine; Stinglhamber, Florence; Hansez, Isabelle

Reference : Justice and employee reactions during organizational change: The mediating role of ov...


	Document type :	Scientific congresses and symposiums : Unpublished conference/Abstract
	Discipline(s) :	Social & behavioral sciences, psychology : Social, industrial & organizational psychology
	To cite this reference:	http://hdl.handle.net/2268/164376

Title :	Justice and employee reactions during organizational change: The mediating role of overall justice.
Language :	English
Author, co-author :	Marzucco, Laurence [Université de Liège - ULiège > Département Psychologies Cliniques et Systèmes Humains > Valorisation des ressources humaines >]
	Marique, Géraldine []
	Stinglhamber, Florence []
	Hansez, Isabelle [Université de Liège - ULiège > Département Psychologies Cliniques et Systèmes Humains > Valorisation des ressources humaines >]
Publication date :	May-2013
Peer reviewed :	Yes
On invitation :	No
Audience :	International
Event name :	European Association of Work and Organizational Psychology
Event date :	22 au 25 mai 2013
Event organizer :	University of Munster
Event place (city) :	Munster
Event country :	Allemagne
Keywords :	[en] organizational justice ; overall justice ; organizational change
Abstract :	[en] Introduction. Several studies have investigated the mediating role of overall justice (OJ) in the relationships between specific dimensions of justice and employee attitudes. However, prior research has neglected to examine OJ during the process of organizational change, i.e. a situation of uncertainty, as suggested in Fairness Heuristic Theory (FHT) and Uncertainty Management Theory (UMT). Objective. Building on FHT and UMT, this study examines, in two contexts of organizational change implementation, the mediating role of OJ in the relationships between procedural, interpersonal, and informational justice (PJ, ITJ, and IFJ, respectively) and employee attitudes (job satisfaction, turnover intentions, and organizational commitment). Methodology. We surveyed 537 employees experiencing a company reorganization (Study 1) and 188 employees experiencing a merger (Study 2). Results. Each dimension of justice is related to OJ, which in turn is associated to employee attitudes. Furthermore, bootstrap results indicated that OJ mediates the effects of PJ, ITJ, and IFJ on job satisfaction and turnover intentions (in both studies), and on affective, normative, and continuance commitment (in Study 2). Conclusion. OJ is a central element to manage a situation of uncertainty. Treating employees fairly during times of change is therefore more crucial than ever for managers.
Permalink :	http://hdl.handle.net/2268/164376

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