Chapter 10 Building a Climate of Trust during Organizational Change: The Mediating Role of Justice Perceptions and Emotion

Abstract

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.

Citation

Kimberley, N. and Härtel, C.E.J. (2007), "Chapter 10 Building a Climate of Trust during Organizational Change: The Mediating Role of Justice Perceptions and Emotion", Härtel, C.E.J., Ashkanasy, N.M. and Zerbe, W.J. (Ed.) Functionality, Intentionality and Morality (Research on Emotion in Organizations, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 237-264. https://doi.org/10.1016/S1746-9791(07)03010-6