Promoting employee wellbeing : the relevance of work characteristics and organizational justice

Research focusing on the relationship between organizational justice and health suggests that perceptions of fairness can make significant contributions to employee wellbeing. However, studies examining the justice–health relationship are only just emerging and there are several areas where further research is required, in particular, the uniqueness of the contributions made by justice and the extent to which the health effects can be explained by linear, non-linear and/or interaction models. The primary aim of the current study was to determine the main, curvilinear and interaction effects of work characteristics and organizational justice perceptions on employee wellbeing (as measured by psychological health and job satisfaction). Work characteristics were measured using the demand–control–support (DCS) model (Karasek and Theorell, 1990) and Colquitt's (2001) four justice dimensions (distributive, procedural, interpersonal and informational) assessed organizational justice (Colquitt, 2001). Hierarchical regression analyses found that in relation to psychological health, perceptions of justice added little to the explanatory power of the DCS model. In contrast, organizational justice did account for unique variance in job satisfaction, the second measure of employee wellbeing. The results supported linear relationships between the psychosocial working conditions and the outcome measures. A significant two-way interaction effect (control x support at work) was found for the psychological health outcome and the procedural justice by distributive justice interaction was significant for the job satisfaction outcome. Notably, the findings indicate that in addition to traditional job stressors, health promotion strategies should also address organizational justice.

Strategies for successfully executing and institutionalising organisational change : a comparative study

This study examines the nature of change confronting organisations in Australia in the 1990s. Its aim is to investigate organisational strategies for managing the challenge of deliberate large-scale change, and to consider whether there is a 'critical change path' which every organisation must follow if it is to succeed in executing and institutionalising corporate-wide transformation. The research was conducted by carrying out in-depth case studies of three multinational companies operating in Australia. The case studies show a consistent pattern of corporate transformation in which companies adopt a range of strategies to implement and sustain effective change. These include fostering a climate for change; providing a clear vision for the future; promoting strong leadership; communicating the message for change consistently and repeatedly to all levels of the organisation; reinforcing the message through rewards and symbols; and ensuring change is institutionalised by promoting a capacity for continual adaptation and learning. These observations suggest that the pattern of corporate transformation can be depicted as a framework of steps which organisations must follow to enhance their prospects of institutionalising behavioural change. In this framework, the steps towards change are not uni-directional; they overlap and reinforce each other and should be revisited regularly to reinvigorate the message and sustain the momentum for change.

A new dimension of organizational justice : procedural voice

Dimensionality of the Colquitt justice measures was investigated across a wide range of service occupations. Structural equation modeling of data from 410 survey respondents found support for the 4-factor model of justice (procedural, distributive, interpersonal, and informational), although significant improvement of model fit was obtained by including a new latent variable, “procedural voice,” which taps employees’ desire to express their views and feelings and influence results. The model was confirmed in a second sample (N = 505) in the same organization six months later.

Organizational discourse and change : positions, perspectives, progress and prospects

It has been 10 years since The Journal of Applied Behavioral Science (JABS) published a special issue titled “Discourses of Organizing” (Vol. 36, No. 2, 2000) based on the then emerging field of organizational discourse. A decade on seems to be an appropriate juncture at which to reflect on the range of work produced and the general progress made and consider possible future directions. In addition to briefly taking stock of developments within the field, this opening piece provides an opportunity to introduce the subsequent articles contained in this special issue and locate them within the developing landscape of discursive contributions on organizational change. Given these broad aims, there are three main sections in this introductory article. First, the general trajectory and shifting patterns of “organizational discourse and change” contributions are considered and a way of thinking about different waves of engagement is presented. Then, in the second main section, the focus and general contribution of the articles presented in this collection are discussed. Finally, we conclude by speculating on emerging trends and the scope for further inquiry.

Measurement and structural properties of organizational codes of ethics in private and public Sweden

Purpose – The purpose of this paper is to test the measurement and structural properties in a model of organizational codes of ethics (OCE) in Sweden.

Design/methodology/approach – The measurement and structural properties of four OCE constructs (i.e. surveillance/training, internal communication, external communication, and guidance) were described and tested in a dual sample based upon private and public sectors of Sweden.

Findings – Results show that the measurement and structural models of OCE in part have a satisfactory fit, validity, and reliability.

Research limitations/implications – The paper makes a contribution to theory as it outlines a set of OCE constructs and it presents an empirical test of and OCE model in respect to measurement and structural properties. A number of research limitations are provided.

Practical implications – It provides a model to be considered in the implementation and monitoring of OCE. The present research provides opportunities for further research in refining, extending, and testing the proposed OCE model in other cultural and organizational settings.

Originality/value – The OCE model extends previous studies that have been predominately descriptive, by using confirmatory factor analysis and structural equation modeling.

A step toward a common measure of organizational justice

Dimensions of the organizational justice construct were examined in a public sector context utilizing an organizational justice measure developed by Colquitt in 2001. Exploratory factor analysis and standard error scree test supported four dimensions of justice as measured by Colquitt's scale. There was evidence of a new factor called procedural-voice justice that taps a possible association with the concept of voice. Future research on organizational justice must investigate its dimensionality based on more representative samples to develop a more globally applicable measure.