Predicting pro‐change behaviour: the role of perceived organisational justice and organisational identification

Abstract

This study sets out to determine some of the key factors that foster employees’ behavioural support for change management interventions. Specifically, we examine the relationships between organisational justice, organisational identification and employees’ pro‐change behaviour by analysing questionnaire‐based survey data from 137 market research employees. Full structural equation modelling results indicate that out of the four main organisational justice types, only interpersonal justice perceptions play a significant role in predicting pro‐change behaviour after controlling for same source bias effects. In particular, the relationship between interpersonal justice and pro‐change behaviour is partially mediated by organisational identification. The results additionally indicate that age is positively associated with pro‐change behaviour and tenure with organisational identification. The study as such indicates that while perceptions of fair treatment based on respectful and courteous interactions are important in encouraging employees’ behavioural engagement in change management interventions, key in this process is the role that they play in encouraging identification with the employing organisation.

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