Organizational justice during strategic change : the employee's perspective
By: Komodromos, Marcos
Title By: Halkias, Daphne
Material type: BookPublisher: Farnham, Surrey : Gower, c2015.Description: 170 p. ; 26 cm.ISBN: 9781472453280Subject(s): Organizational justice | Organizational change -- ManagementDDC classification: 331.011 KO OR Online resources: Location MapItem type | Home library | Call number | Status | Date due | Barcode | Item holds |
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REGULAR | University of Wollongong in Dubai Main Collection | 331.011 KO OR (Browse shelf) | Available | T0054559 |
, Shelving location: Main Collection Close shelf browser
330.9730932 PA ON On the brink : | 330.994 CL TO Too much luck : | 330.99407 LE AU The Australian economy : | 331.011 KO OR Organizational justice during strategic change : | 331.257 LE WO Working time around the world : | 331 BI EM Employment relations : | 331 BO LA Labor economics / |
About authors -- Fundamental elements -- Promoting organizational change in the workplace : an ongoing challenge for organizational leaders today -- Theoretical and conceptual framework -- Dimensions of organizational justice for the employee -- Organizational justice and trust -- The management of change in organizations -- Case studies -- Research methodology -- The case study -- Implications -- Recommendations and conclusions -- Bibliography.
Organizational leaders often struggle to establish and sustain a trusting culture in times of constant changes in the corporate fabric and unethical behavior by corporate leadership. Organizational justice theory provides a means to explain and better understand employees’ perceptions of trust, fairness, and the management of change during strategic change. Qualitative studies have yet to be conducted on how an organizational justice framework would address the need of organizational justice for novel, conceptually derived accounts of non-managerial employee perspectives. The purpose of Organizational Justice during Strategic Change is to be both an academic and practical book. After presenting the theoretical elements of the topic, half the book is devoted to a detailed case study of employee interviews conducted in a large, privately-owned media organization addressing the issues of the book topic. The authors’ research findings from the case study indicated employees who experience trust and positive feelings regarding their treatment within the organization are willing to become involved in the change process and adopt positive working relationships with their colleagues and managers. This study is important for organizational management to gain knowledge and understanding on how employees’ perceptions of distrust and unfairness can lead to resistance and negative behaviors toward organizations and management during strategic change.