Impact of fairness, leadership, and coping on strain, burnout, and turnover in organizational change.

Abstract

Procedural justice, supervisory style, and personal coping measures were obtained from 103 workers from two units of a nationwide engineering firm during and six months after a time-limited, company-wide computer system change. The two units employed significantly differing procedural justice approaches. Lower procedural justice was predictive of higher burnout, strain, and turnover. The patterns of relationship were somewhat different for burnout and strain, implying that these two affective responses to change might be viewed as distinct from one another. Higher strain was predictive of turnover above and beyond contributions of procedural justice, supervision, and coping, but burnout was not. Implications for application and further research are discussed based on the research findings.

Environmentally Initiated, Self-Confirming Alienation in the Workplace

“…Lower Preventive coping was related to Depersonalization; while higher problem focused coping was related to Personal Accomplishment. Related research indicates that Escape coping is also related to higher levels of Emotional Exhaustion and Depersonalization (Koeske, Kirk, & Koeske, 1993;Riolli & Savicki, 2006).…”

“…Mirvis and Kanter (1989) identify that employment content such as working conditions, work groups and pay practices, is the best predictor of work attitudes and subject of praise or criticism. It is suggested that organizations must address this increasing cynicism by managing more fairly, and operating in an open, honest, straightforward, and particularly, realistic manner (Mirvis & Kanter 1989;Riolli & Savicki, 2006). Employees can participate in governance, provide regular reality checks to management, have positive role models, and perceive an open and honest pay system.…”

The effect of trust in leader on job satisfaction and intent to leave present job in the context of the nursing profession.

“…Cropanzano, Rupp, and Byrbem (2003) conducted a study of hospital employees and found that emotional exhaustion accounted for intent to leave beyond the effects of age, gender and ethnicity. Roolli and Savicki (2006) found that higher levels of strain on the job predicted turnover above and beyond any contribution of procedural justice.…”

The Compatibility of Administrative and Educative Supervison

“…Riolli and Savicki (2006) explore how supervision, among other things, influences the practitioner experiencing stressful events: organizational change, for instance, that happens in every human service organization, and how that change correlates with burnout.…”

“…Fifth, as all social workers practising in an agency are internal clients to that agency, it is important to understand the impacts that administrative and educative supervision can have on us, through the change process that happens regularly in the agencies we work in. Riolli and Savicki (2006) Collins-Camargo, 2007). If an organization is carrying out a change process it would benefit from having a strong culture of educative supervision in place, before the change process occurred.…”