A study of the relationship between organisational justice and employee readiness for change

Abstract

Purpose

This paper aims to examine the relationships and predictive power of organisational justice factors such as distributive and procedural justice along with demographic factors towards the employee readiness for organisational change in a developing country.

Design/methodology/approach

The paper uses random sampling of large public sector organisations of a developing country. This is a cross‐sectional study where the researcher has used a self‐administered survey questionnaire for data collection. The researcher used analytical techniques such as descriptive statistics, factor loading and Pearson's correlations. Finally, hypotheses were tested using the multiple regression analysis on to Statistical Package for Social Sciences (SPSS) version 15.0 for Windows.

Findings

It is concluded that employees of public sector organisations in a developing country can develop their positive attitudes and behaviours for organisational change on the basis of distributive and procedural justice. Furthermore, the findings of the paper hold that demographic variables such as gender, age and marital status have no positive and significant relationships with employee readiness.

Research limitations/implications

This study contributes to the literature on change management, human resources management, organisational behaviours and organisational development. This study may support the management and practitioners of change management in assessing and evaluating organisational change programmes, particularly in the developing country.

Originality/value

The originality of the paper lies in the use of multivariate statistics on the organisational justice variables in order to examine the attitudes and behaviours of the employees of a public sector employer of a developing country.

Citation

Shah, N. (2011), "A study of the relationship between organisational justice and employee readiness for change", Journal of Enterprise Information Management, Vol. 24 No. 3, pp. 224-236. https://doi.org/10.1108/17410391111122835