Organisational justice, trust and the management of change: An exploration

Abstract

This paper explores employees’ trust as a reaction to the management of change using the constructs of organisational justice. Following a review of organisational justice theory in relation to trust and change, employees’ reactions are considered using a case study of a UK public sector organisation. Drawing on 28 in‐depth interviews with employees, the nature of trust is explored. Little difference is found between trusting and mistrustful employees’ perceptions of distributive justice. Supporting earlier findings regarding the relationship between procedural justice and trust, the research also reveals the distinct importance of fairness of treatment (interactional justice) in enabling trust.

Citation

Saunders, M.N.K. and Thornhill, A. (2003), "Organisational justice, trust and the management of change: An exploration", Personnel Review, Vol. 32 No. 3, pp. 360-375. https://doi.org/10.1108/00483480310467660