Organisational justice, trust and the management of change: An exploration
Saunders, M and Thornhill, A (2003) Organisational justice, trust and the management of change: An exploration Personnel Review, 32 (3). pp. 360-374.
Available under License : See the attached licence file.
This paper explores employees’ trust as a reaction to the management of change using the constructs of organisational justice. Following a review of organisational justice theory in relation to trust and change, employees’ reactions are considered using a case study of a UK public sector organisation. Drawing on 28 in-depth interviews with employees, the nature of trust is explored. Little difference is found between trusting and mistrustful employees’ perceptions of distributive justice. Supporting earlier findings regarding the relationship between procedural justice and trust, the research also reveals the distinct importance of fairness of treatment (interactional justice) in enabling trust.
|Divisions :||Faculty of Arts and Social Sciences > Surrey Business School|
|Identification Number :||https://doi.org/10.1108/00483480310467660|
|Additional Information :||This article is © Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.|
|Depositing User :||Symplectic Elements|
|Date Deposited :||23 Jul 2013 14:00|
|Last Modified :||23 Sep 2013 20:11|
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