Purpose The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands. Design/methodology/approach The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change. Findings There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC). Research limitations/implications This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change. Practical implications The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change. Originality/value This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.
Purpose Researchers recognize that interpersonal relationships contribute to the career development of professional employees. The purpose of this paper is to extend this research to individuals working at a formative point in their careers. Guided by Social Cognitive Career Theory, a model is developed that tests whether the quality of individuals’ work relationships at an early career stage has implications for their development of career cognitions and career exploration behaviors. Design/methodology/approach Structural equation modeling is used to test the model in two samples of employed students (n=372 and n=166). Findings Coworker relationship quality had a direct influence on career self-efficacy, which led to increased career outcome expectations, goals and exploration behaviors. The influence of supervisor relationship quality was mixed across studies. Research limitations/implications Findings suggest that the quality of individuals’ relational experiences at work, even at an early career stage, has implications that extend beyond the workplace to affect their careers more generally. Practical implications Results speak to the dangers associated with a poor interpersonal climate for employees at an early career stage, and suggest that managers invest in opportunities that allow these employees to build stronger bonds with coworkers. The results also suggest that career counselors and internship coordinators be sensitive to the interpersonal climate of organizations with whom they contract. Originality/value This study offers insight into the connection between early employment experiences and individuals’ career cognitions and career exploration behaviors.
Blockchain is an open digital ledger technology that has the capability of significantly altering the way that people operations (i.e. human resource management) operate in organizations. This research takes a first step in proposing several ways in which the blockchain technology can be used to improve current organizational practices, while also considering the ethical implications. Specifically, the paper examines the role that blockchain technology plays in three primary areas of people operations: (1) entry to the organization (via recruitment and selection), (2) intraorganizational processes (including compensation via smart contracts, retention and motivation via shared leadership and conflict management via network-based dispute resolution, and performance management), and (3) exit (offboarding). In each section, the paper reviews the ethical implications from the lenses of virtue ethics, utilitarianism, deontology and contractarianism. The paper concludes that in whole the implementation of blockchain technology in people operations processes can create a more ethical work environment. However, careful implementation is necessary and requires extensive examination of ethical implications in advance.
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