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Local government reorganization—rules, responsibilities and renegotiating relationships
Author(s) -
Harris Lynette,
McGrady Alistair
Publication year - 1999
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199908)8:5<287::aid-jsc447>3.0.co;2-#
Subject(s) - business , government (linguistics) , local government , law and economics , public relations , public administration , process management , political science , economics , philosophy , linguistics
Based on findings from a study of professional employees in a large county council who experienced major organizational restructuring as a result of the most recent local government reorganization, this article discusses; the key factors which influenced individual perceptions of fairness about the outcomes of the organizational restructuring process and the significance of the existing state of the psychological contract between employer and employee in shaping employee reactions, the importance of developing processes which not only meet the requirements of procedural justice and equality of treatment but also have the flexibility to allow for sensitive personal interactions which take account of individual circumstances, how management behaviours in the application and interpretation of organizational rules impact upon the experience of individuals and shape their perceptions of managerial trustworthiness, insights from the study which could be used to develop future approaches to implementing change in local government. Copyright © 1999 John Wiley & Sons, Ltd.