Premium
The role of fairness in implementing large‐scale change: Employee evaluations of process and outcome in seven facility relocations
Author(s) -
Daly Joseph P.,
Geyer Paul D.
Publication year - 1994
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030150706
Subject(s) - relocation , psychology , outcome (game theory) , scale (ratio) , sample (material) , organizational change , test (biology) , social psychology , process (computing) , public relations , economics , political science , microeconomics , paleontology , chemistry , physics , chromatography , quantum mechanics , computer science , biology , programming language , operating system
Organizational transitions may be difficult to implement if employees resist the change. ‘Participation’ and ‘education’ (Kotter and Schlesinger, 1979) are hypothesized to enhance commitment to change, however mechanisms for those effects are unclear. In a sample of employees from seven relocated organizations, a test of our model showed that the effects of justification (a form of education) on intent to remain are mediated by outcome and procedural fairness judgements. Voice (a form of participation) showed no effects on fairness judgments, perhaps because employees did not expect voice in relocation decisions. Supplementary analyses yielded no evidence for direct effects of voice and justification on intention to remain. The findings extend our understanding of fairness to transition settings.