Individual difference predictors of perceived organizational change fairness

Abstract

Purpose – The purpose of this paper is to examine how individual differences influence employees’ attitude toward organizational change. Specifically, the present study examined how and why proactive personality, dispositional resistance to change, and change self-efficacy influence employees’ perceived fairness about the organizational change. Design/methodology/approach – Structural equation modeling was utilized to analyze the survey data obtained from a sample of 140 food service employees after some organizational changes in leadership, menu offerings, and facilities. Findings – The results revealed support for two micromediational chains predicting change fairness: first, change self-efficacy leads to less uncertainty and second, dispositional resistance to change leads to less communication regarding change resulting in employees perceiving they have fewer opportunities to voice concerns about the changes. Research limitations/implications – The cross-sectional design prevents causal inferences and the generalizability of the present findings beyond similar samples experiencing similar changes is unknown. However, the predictions were based on theories that apply to all employees regardless of the changes or the employees’ occupations or workplace. Social implications – Employees with particular personality traits are more receptive to change, suggesting that organizations should consider the impact of individual differences when facing large-scale change. To ensure the success of organizational change, organizations should communicate with employees and encourage employee input before implementing change which in turn improves the chances that employees will have favorable reactions to the change. Originality/value – This is the first study to examine how and why individual difference variables influence employees’ perceptions about organizational change fairness.

Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience

“…Overall, the present study’s results are in line with the extant research that has shown positive associations among adequate change communication, perceived fairness, and employees’ commitment to change (e.g., Bernerth et al, 2007; Helpap, 2016; Hill et al, 2012; Kernan & Hanges, 2002; Rafferty & Restubog, 2010; Rogiest et al, 2015; Xu et al, 2016). The results relate to recent research that could likewise show a mediating role of procedural fairness in the prediction of employee support for change (Bayraktar, 2019), supporting the importance of procedural fairness for explaining employee reactions to change.…”

“…On this basis, it is reasonable to assume that employees’ perception of a change’s procedural fairness that comes from top management’s communication serves as an important cue in the individual sensemaking process. This view is in line with findings that have shown links between top management’s change communication and employees’ perceptions of fairness (e.g., Kernan & Hanges, 2002; Xu et al, 2016).…”

“…In comparing the effects of the change communication strategies, the present study proposes that employees perceive restructuring as procedurally fairer when it is communicated in a participatory way. The opportunity to participate in restructuring increases employees’ opportunities to establish fair procedures themselves (Kernan & Hanges, 2002; Xu et al, 2016). In addition, interaction with top management challenges employees not to evaluate change based on predispositions (Rogiest et al, 2018).…”

Customers’ Perceived Fairness; Fast Food Chain Restaurants in Indonesia

“…From the perspective of the benefit received by customers, the satisfactory result (physical) they perceive has a positive and significant effect on the customers' positive emotions (Dzansi 2016;Wang et al 2016;Xu et al 2016). Furthermore, when this result (physical) is capable of influencing and increasing the positive emotions, it will, in turn, impact on future purchase intentions.…”

O papel mediador da confiança na relação entre percepção de valores organizacionais e atitudes diante de mudanças organizacionais

“…Estudos realizados por Xu et al (2016) corroboram com estes resultados à medida que também salientaram que a percepção de autoeficácia positiva e a percepção da existência de justiça estão positivamente associadas a atitudes favoráveis à mudança. Reforçando, assim, os resultados obtidos para o valor organizacional de realização.…”