Employee concerns regarding self-managing work teams: A multidimensional justice perspective |
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| Authors: | Bradley L Kirkman Debra L Shapiro Luke Novelli Jr Jeanne M Brett |
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| Institution: | (1) Kenan-Flagler Business School, University of North carolina at Chapel Hill, Carroll Hall, CB# 3490, 27599-3490 Chapel Hill, North Carolina;(2) Center for Creative Leadership, One Leadership Place, 27438-6300 Greensboro, North Carolina;(3) J. L. Kellogg Graduate School of Management, Northwestern University, 60208 Evanston, Illinois |
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| Abstract: | The increase in the use of self-managing work teams in organizations has been accompanied by growing employee resistance and concern about what such dramatic changes mean to workers. Using an organizational justice perspective, this chapter identifies and examines employee concerns about the move to self-managing work teams in two Fortune 500 organizations. Employee fairness concerns regarding three types of justice—distributive, procedural, and interactional—are highlighted. Findings suggest that to address employee fairness concerns regarding the move to self-managing work teams, managers should act distributively, procedurally, and interactionally justly.Self-managing work teams are] the right way and the only way to be productive.—Self-managing work team member in a Fortune 500 company |
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| Keywords: | self-managing work teams organizational justice distributive justice procedural justice interactional justice |
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