Employee concerns regarding self-managing work teams: A multidimensional justice perspective

Kirkman, Bradley L.; Shapiro, Debra L.; Novelli, Luke; Brett, Jeanne M.

doi:10.1007/bf02197656

Cited by 66 publications

(57 citation statements)

References 13 publications

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“…As noted above, Kirkman et al (1996) first found evidence of anticipatory justice issues in a qualitative study of a team-based reorganization. They saw, for example, that participants expected that they might not have a say in how people would be assigned to teams (reflecting anticipated procedural injustice) and that their team members might show them less respect than their superiors had (reflecting anticipated interpersonal injustice).…”

Section: Theory and Hypothesesmentioning

confidence: 91%

Looking ahead in times of uncertainty: The role of anticipatory justice in an organizational change context.

Rodell

Colquitt

2009

Journal of Applied Psychology

123

119

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Our study drew on past theorizing on anticipatory justice (D. L. Shapiro & B. L. Kirkman, 2001) and fairness heuristic theory (K. Van den Bos, E. A. Lind, & H. A. M. Wilke, 2001) to build and test a model of employee reactions to a smoking ban. The results of a longitudinal study in a hospital showed that employee levels of preban anticipatory justice were predicted by their global sense of their supervisor's fairness. The combination of anticipatory justice and global supervisory fairness then predicted the experienced justice of the ban 3 months after its implementation, with the effects of the 2 predictors dependent on perceptions of uncertainty and outcome favorability regarding the ban. Finally, experienced (interpersonal) justice predicted significant other ratings of employee support for the ban.

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Section: Theory and Hypothesesmentioning

confidence: 91%

Looking ahead in times of uncertainty: The role of anticipatory justice in an organizational change context.

Rodell

Colquitt

2009

Journal of Applied Psychology

123

119

View full text Add to dashboard Cite

show abstract

“…Though teams are frequently reported to fail (Hackman, 1990), and employee resistance has long been recognized as a key constraint on the success of organizational change initiatives (Odiorne, 1981), it is only recently that employee attitudes towards working in teams have been empirically investigated. Factors that have been found to influence employees' attitudes towards working in teams include dispositional explanations, such as a low tolerance for change (Kirkman et al, 2000) and cultural values Shapiro, 1997, 2001), as well as the situational variables of justice perceptions (Kirkman et al, 1996;Kirkman et al, 2000;Shapiro and Kirkman, 1999), managerial support for team decision making, role clarity, workload distribution and team social support (Jones and Lindley, 1998) and trust (Kirkman et al, 2000).…”

Section: Introductionmentioning

confidence: 97%

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Kiffin-Petersen¹,

Cordery²

2003

The International Journal of Human Resource Management

156

101

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Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.

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“…members of self-managing teams (Kirkman et al, 1996;Shapiro and Kirkman, 1999), hierarchical decision-making teams (Phillips et al, 2001), and strategic decision-making teams (Korsgaard et al, 1995). Similar to the tenets of equity theory (Adams, 1965), which argues that people form perceptions of justice by comparing their own outcomes and inputs to those of comparison others, the findings of research on justice in teams suggest that individuals determine the extent to which differential treatment within groups is legitimate and make judgments about how procedures and outcomes experienced by other team members affect them (Colquitt et al, 2005).…”

mentioning

confidence: 99%

Justice in Teams: The Effects of Interdependence and Identification on Referent Choice and Justice Climate Strength

Roberson

2006

Soc Just Res

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Using theories of social comparison and influence as a lens through which to view the operation of justice in teams, this study explores the effects of interdependence and group identification on referent choice and justice climate strength. 372 undergraduate students participated in a laboratory experiment with two levels each of team interdependence, procedural treatment, and outcome favorability. The results showed that members of highly interdependent teams were more likely to make intergroup justice comparisons and that group identification partially mediated this relationship. Interdependence was also related to variability in team climate perceptions, with group identification as a mediator between interdependence and procedural justice climate strength. Overall, the findings highlight interdependence and social identity as contextual variables that influence the emergence of team-level justice perceptions.

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Employee concerns regarding self-managing work teams: A multidimensional justice perspective

Cited by 66 publications

References 13 publications

Looking ahead in times of uncertainty: The role of anticipatory justice in an organizational change context.

Looking ahead in times of uncertainty: The role of anticipatory justice in an organizational change context.

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Justice in Teams: The Effects of Interdependence and Identification on Referent Choice and Justice Climate Strength

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