Organizational Justice Enactment Behaviors of Managers in Corporations During Planned Organizational Change
Open Access DepositedThe purpose of this basic qualitative research study was to better understand corporate managers’ justice enactment experiences in the workplace. Using organizational justice as a theoretical lens, the study addressed two research questions: How do managers experience enacting justice during planned organizational changes? What factors influence their enactment experiences? The study revealed four key findings: managers had to navigate justice conundrums and uncertainty to enact justice; managers’ emotions motivated them to create their own justice rules; managers from diverse backgrounds experienced more stress when enacting justice; and managers felt empowered to enact interactional justice. The primary study implications are insights into what organizations can do to create just work environments and support managers’ enactment behaviors.
- All rights reserved
Notice to Authors
If you are the author of this work and you have any questions about the information on this page, please use the Contact form to get in touch with us.