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Procedural justice as a moderator of the relationship between organizational change intensity and commitment to organizational change

Kyootai Lee (Graduate School of Management of Technology, Sogang University, Seoul, Korea)
Monica Sharif (Department of Management, San Francisco State University, San Francisco, California, USA)
Terri Scandura (Department of Management, University of Miami, Coral Gables, Florida, USA)
Jongweon Kim (Department of Management Information System, Dong-Eui University, Busan, Korea)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 3 July 2017

Abstract

Purpose

The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.

Design/methodology/approach

The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.

Findings

There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).

Research limitations/implications

This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.

Practical implications

The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.

Originality/value

This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

Keywords

Citation

Lee, K., Sharif, M., Scandura, T. and Kim, J. (2017), "Procedural justice as a moderator of the relationship between organizational change intensity and commitment to organizational change", Journal of Organizational Change Management, Vol. 30 No. 4, pp. 501-524. https://doi.org/10.1108/JOCM-08-2015-0139

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited