Employees' reaction to the change to work teams

This paper reports the findings of a study regarding the reactions of 492 line-level employees from two Fortune 500 organizations in response to the organizations' recent implementation of self-managing work teams (SMWTs). As predicted, we found that anticipatory injustice was significantly pos...

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Bibliographic Details
Published in:	Journal of organizational change management 1999-02, Vol.12 (1), p.51-67
Main Authors:	Shapiro, Debra L, Kirkman, Bradley L
Format:	Article
Language:	eng
Subjects:	Employee involvement Ethics Organizational change Selfmanaging teams
Online Access:	Get full text
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Summary:	This paper reports the findings of a study regarding the reactions of 492 line-level employees from two Fortune 500 organizations in response to the organizations' recent implementation of self-managing work teams (SMWTs). As predicted, we found that anticipatory injustice was significantly positively related to change-resistance and turnover intentions; and significantly negatively related to employees' commitment; and that procedural justice can mitigate the latter relationships. Implications for managing change are discussed.
ISSN:	0953-4814 1758-7816