The Role of Fairness in Mediating the Effects of Voice and Justification on Stress and Other Outcomes in a Climate of Organizational Change.

Brotheridge, Céleste M.

doi:10.1037/1072-5245.10.3.253

Cited by 73 publications

(65 citation statements)

References 65 publications

(68 reference statements)

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“…Worker pay and benefits account for a large share of operating expenses, leading companies to cut costs through workforce reductions or downsizing (Said, Le Louarn, & Tremblay, 2007) and related strategies, such as mergers. Such practices create considerable stress for employees (Ashford, Lee, & Bobko, 1989;Probst, 2002;Reisel et al, 2003;Sverke et al, 2002) as they redefine the work environment (Ahuja & Katila, 2001), increase role stressors (Jimmieson, Terry, & Callan 2004) and reduce employee commitment (e.g., Brotheridge, 2003;Dackert, Jackson, Brenner, & Johansson, 2003). These human costs are particularly unfortunate given that reorganization does not always achieve its intended goals (Cascio, 2002;Said, 2007).…”

Section: Organization-level Antecedentsmentioning

confidence: 99%

A Multilevel Model of Economic Stress and Employee Well‐Being

Sinclair

Sears

Probst

et al. 2010

Contemporary Occupational Health Psychology

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We write this chapter in the midst of a global economic crisis; international markets and financial systems have been disrupted and many companies have struggled, not always with successful outcomes. For example, a recent U.S. Bureau of Labor Statistics report (Bureau of Labor Statistics, 2009c) indicated that in the first quarter of 2009, 3,489 mass layoff events resulted in some 550,000 workers being separated from their jobs for at least 31 days, the most since the BLS began tracking these numbers in 1996. Many other workers now hold positions that are below their desired level of pay, responsibility, or hours of work; still others have given up searching for employment. As of May 2009, the U.S. labor force included 2.2 million marginally attached 1 workers, a 177% increase from the previous year, and 9.1 million workers in involuntary part-time positions, an increase of 4.4 million between December 2007 and May 2009. Including such underemployed, marginally attached, and discouraged workers yields a May 2009 unemployment rate of 16.4% for the United States (BLS, 2009a).Of course, such trends are not limited to the United States; the International Labour Organization (ILO, 2009) predicted that 2009 would be the worst year for global job creation since it began keeping records in 1991. As many as 1.5 to 1.6 billion workers are in vulnerable employment worldwide, or up to 52.8 percent of the global workforce (ibid.). These workers are less likely to earn an adequate income, more likely to experience labor rights violations, and less able to protect themselves from abuse (ILO, 2009; U.K. Department of Trade and Industry, 2006). The financial crisis also has placed additional downward pressure on wages and the ILO estimates that between 38% and 45% of the world's workforce would meet the definition of "working poor" (i.e., people who earn less than US$2 per day) by the end of 2009. Worse, as many as 200 million workers, mostly in developing countries, could be pushed into extreme poverty (US$1.25, or less, per day). The downward trends of 2008-2009 seem unlikely to be permanent and, even as we write, there are some initial signs of economic recovery. However, international markets seem unlikely to

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Section: Organization-level Antecedentsmentioning

confidence: 99%

A Multilevel Model of Economic Stress and Employee Well‐Being

Sinclair

Sears

Probst

et al. 2010

Contemporary Occupational Health Psychology

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“…In this respect, Argon (2010) argues that if all the procedures and policies are settled in accordance with the principles of justice, those who are negatively affected by the change would tend to accept the outcomes. Consistently, Brotheridge (2003) focuses on the importance of a fair change implementation in addressing the concerns of those negatively affected by organizational change. Attaining justice in the organization will help to cultivate pro-change behaviors in organizational members (Fuchs, 2011;Fuchs & Edwards, 2012) even when the outcomes are not favorable for everyone.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Principal Assignments in Limbo: A Qualitative Study on the Processes and Potential Outcomes of the Recent Principal Assignment Initiative in Turkey

Kalman¹,

Summak²,

Cimen³

2017

EDUPIJ

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This study aimed at investigating school principals' and teachers' perceptions of the processes pursued in principal assignments and the potential outcomes of the recently enacted initiative concerning the assignments in Turkish public schools. The intrinsic case study was used as the research design. The data were collected through one-onone interviews and focus group discussions. It was concluded that the processes, practices, and procedures followed in the recent initiative were not considered procedurally just and ethical by principals and teachers, and that deservingness had nearly no role in the principal assignments. The participants' thoughts and perceptions overall implied that the principal assignments were entrenched in a quagmire of personal contacts and politics. More important, outcome favorability did not seem to have affected the perceptions of most of the principals. However, there were no significantly divergent views amongst the principals and teachers in terms of justifying and evaluating the initiative.

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“…Fair treatment in the organization creates a positive environment for employees. It may support to make employee voice to change or improve on work related goals and issues, which also affect them to develop a positive attitude toward organization (Abraham, 2000;Brotheridge, 2003;Ng et al, 2014). That is why one can say that the perceived justice in the organization leads to express ideas and opinions on issues, which in turn decreases cynical behavior against organization or others.…”

Section: Psychological Capital and Employee Voice As Mediatormentioning

confidence: 99%

Örgütsel Adalet ile Örgütsel Sinizm Arasındaki İlişkide Psikolojik Sermaye ve Çalışan Sesliliğinin Ara Değişken Rolü

Turgut¹,

Agun²

2016

İş'te Davranış Dergisi

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ÖZAmaç: Bu çalışmanın amacı örgütsel adalet ile örgütsel sinizm arasındaki ilişkinin araştırılması ve psikolojik sermaye ile çalışan sesliliğinin bu ilişkideki ara değişken rollerinin incelenmesidir. Tasarım/Yöntem: Veri toplama aracı olarak anket yöntemi kullanılmıştır. Kolayda örnekleme yoluyla, farklı endüstri kollarındaki firmalardan toplam 205 çalışan araştırmaya katılmıştır. Sonuçlar: Regresyon analizi sonucunda örgütsel adaletin örgütsel sinizm üzerinde negatif ve anlamlı katkısı bulunmuştur. Psikolojik sermaye ve çalışan sesliliğinin ise ara değişken rolü desteklenmemiştir. Bununla birlikte her iki değişkenin örgütsel adalet ile pozitif, örgütsel sinizm ile negatif ilişkili olduğu tespit edilmiştir. Değişkenlerin alt boyutları için uygulanan analizler sonucunda; örgütsel adalet alt boyutlarının psikolojik sermaye, çalışan sesliliği ve örgütsel sinizm üzerindeki katkılarının farklılık gösterdiği bulunmuştur. Özgün Değer: Araştırma sonucu adalet algısının sinizm üzerinde olumsuz katkısı olduğunu göstermektedir. Dolayısıyla, örgütsel sinizmin bireysel kaynaklardan zayıf etkilendiğini, daha çok örgütsel uygulamalara kuvvetli tepki olarak geliştiğini göstermektedir. Bu çalışma, örgüt içerisinde adaletin tüm boyutlarının; dağıtım, işlemsel ve etkileşim, sağlanmasıyla çalışanların örgütlerinden duygusal, bilişsel ve davranışsal olarak pozitif etkilenebileceğine dair farkındalığı artırmaya katkı sağlayabilir. MAKALE BİLGİSİ ABSTRACTObjectives: The purpose of this study is to examine the contribution of organizational justice on organizational cynicism and to investigate the mediating roles of psychological capital and employee voice behavior. Methods: Data were collected at one point in time through a questionnaire-based survey. Based on a convenience sample, a total of 205 employees of distinct companies from distinct industries responded the questionnaire. Results: Regression analysis results supported the negative and significant contribution of organizational justice on organizational cynicism. However, the mediating roles of psychological capital and employee voice behavior were not supported. Yet, both of those concepts were found to be positively correlated with organizational justice and negatively correlated with organizational cynicism. Analyses on sub-dimensions of variables also revealed that sub-dimensions of organizational justice differ in contributing to psychological capital, employee voice, and organizational cynicism. Conclusions: The findings highlighted the negative contribution of fairness on cynicism. Organizational cynicism was found as being weakly effected by individual resources, is a more direct reaction to organizational practices. The research findings suggest that ensuring justice with all types as distributive, procedural and interactional within the organization seems necessary for being able to keep employees having positive affect, cognition and behaviors toward the organization.

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The Role of Fairness in Mediating the Effects of Voice and Justification on Stress and Other Outcomes in a Climate of Organizational Change.

Cited by 73 publications

References 65 publications

A Multilevel Model of Economic Stress and Employee Well‐Being

A Multilevel Model of Economic Stress and Employee Well‐Being

Principal Assignments in Limbo: A Qualitative Study on the Processes and Potential Outcomes of the Recent Principal Assignment Initiative in Turkey

Örgütsel Adalet ile Örgütsel Sinizm Arasındaki İlişkide Psikolojik Sermaye ve Çalışan Sesliliğinin Ara Değişken Rolü

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