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Staff facing organizational change often experience negative emotions when they anticipate or encounter injustice and these can lead to turnover, absenteeism, decreased productivity and resistance to change. The aims of this study were to identify the nature of the emotions reported by respondents and explore how they were triggered by perceptions of different forms of injustice: distributive, procedural, interpersonal and informational. A series of interviews with those playing different roles in change initiatives, at various hierarchical levels and in a range of organizations, demonstrates the corrosive effects of perceived injustice and the attendant negative emotions such as anger, frustration, anxiety and guilt. These emotions tended to be more intense for those experiencing change and somewhat subdued for those leading and managing it. The findings contribute to research into organizational change by presenting insights into the affective elements of four types of injustice that have seldom been explored in previous qualitative studies.

This study examines how perceptions of injustice, anger, and group identification motivate follower intentions to engage in collective action against leaders. The study revolved around the Malaysian prime minister’s actions and responses toward allegations of misuse of public funds. Responses from 112 Malaysians via a cross-sectional survey revealed that follower perceptions of leader injustice are significantly related to anger toward the leader, which in turn is related to intentions to engage in collective action. The relationship between perceptions of distributive injustice and anger is moderated by group identification, while group efficacy moderates the relationship between anger and collective action intentions.

This chapter proposes and provides evidence for a conceptual framework for understanding the restoration of justice. Specifically, there is a fundamental distinction between two primary symbolic concerns that follow from transgressions: concern over the status/power relations between the involved parties, and over the violation of the values those parties expect to share. Recognizing these concerns is paramount to understanding the psychological needs of injustice victims, how they conceptualize the restoration of justice, and the processes by which various interventions instill feelings of justice. This framework also elucidates when alternative avenues towards justice might be more effective than traditional retributive responses.

In this chapter, we summarize and build on the current state of the customer mistreatment literature in an effort to further future research on this topic. First, we detail the four primary conceptualizations of customer mistreatment. Second, we present a multilevel model of customer mistreatment, which distinguishes between the unfolding processes at the individual employee level and the service encounter level. In particular, we consider the antecedents and outcomes unique to each level of analysis as well as mediators and moderators. Finally, we discuss important methodological concerns and recommendations for future research.

Over the years, research has shown that, although there are various factors which contribute to failed change, one of the key reasons people resist change is due to the inability of leaders to convince employees to support change and to commit the energy and effort necessary to implement it. Senior management can ensure an organization is change-ready by developing and maintaining a supportive culture and climate that positively influence the emotional health and welfare of employees. Despite the obvious importance of leadership to change efforts, little previous research has investigated, holistically and in the context of major change, the relationship between senior management actions and employee responses. Furthermore, the change literature largely ignores the role that emotions play in employee responses to change initiatives. This chapter addresses both areas, and develops a model of organizational change from a justice and emotions perspective, which depicts employees’ justice perceptions related to senior executives as affecting trust directly and indirectly, through associated emotional responses.

Injustice is perceived, experienced and articulated. Social movements, and their constitutive parts, frame and re-frame these senses of injustice. Two often-overlapping accounts of social movements are in focus in this chapter. Human geography has been flooded with movement-based analyses of environmental justice (EJ). Sociology (more appropriately political sociology) has provided insight into social movements in the form of ‘contentious politics’ (CP). Building on both sets of literature, this chapter seeks to advance thought in human geography through a detailed exploration of master and collective action framing. It argues, firstly, that framing analysis challenges activist researchers to retain ‘spatial constructs’ as their central focus, rather than discourse. It calls, secondly, for us to unbind injustice as much as justice in our analysis of framing. And lastly, it demands a multi-spatial perspective on framing beyond simply scalar accounts.

This chapter explores the nuances of anger in the workplace by elucidating the different forms of anger (personal and moral) experienced amongst NHS nurses in the United Kingdom. To do so, I draw upon the Dual Threshold Model of anger as the theoretical lens and employ Interpretive Phenomenological Analysis as the methodological approach. It was found that the behavioural response to particular anger-triggering events differed depending on whether the situation was ‘self-relevant’ or ‘other-relevant’, therefore personal and moral anger, respectively. The findings therefore suggest distinct appraisal pathways and forms of anger, and provide empirical support for a recent re-conceptualisation of moral anger.

This chapter addresses the confluence of emotions, justice, and organizational change. Drawing on these three literatures, the chapter provides empirical analysis of over 100 separate organizational change events. The findings confirm previous research regarding patterns among emotions and demonstrate these patterns apply in the specific context of change. The findings also suggest that the degree of clarity one has when considering a change event matches the degree of intensity with which one experiences emotion. Finally, the findings suggest that even nominal change events are associated with intense experience of emotions. The chapter links these findings to several suggestions for further research.

Young people are widely known to have poorer outcomes, social status and political representation than older adults. These disadvantages, which have come to be largely normalized in the contemporary context, can be further compounded by other factors, however, and are particularly amplified by coming from a lower social class background. An additional challenge for young people is associated with place, with youth who live in more remote and less urban areas at a higher risk of being socially excluded (Alston & Kent, 2009; Shucksmith, 2004) and/or to face complex and multiple barriers to employment and education than their urban-dwelling peers (Cartmel & Furlong, 2000). Drawing upon interviews and focus groups in a qualitative project with 16 young people and five practitioners, and using Nancy Fraser’s tripartite theory of social justice, this paper highlights the various and interlocking disadvantages experienced by working-class young people moving into and through adulthood in Clackmannanshire, mainland Scotland’s smallest council area.

This chapter examines aggression at work perpetrated by individual insiders by bringing together streams of research that have often been examined separately. A comparison of the similarities and differences of aggression toward individuals, such as verbal abuse or physical attack, and aggression toward organizations, such as embezzlement or work slowdowns, is shown to provide important insights about the causes and consequences of workplace aggression. We propose a comprehensive model based on the integration of prior theoretical treatments and empirical findings. The model attempts to offer a framework to systematically examine psychological and organizational mechanisms underlying workplace aggression, and to explain the reasons why workplace violence policies and procedures sometimes fail. A set of research propositions is also suggested to assist in achieving this end in future research.