Studying the role of individual resistance and organizational justice against commitment to planned organizational changes (Case of: in governmental, public and private organizations)

Document Type : Articles

Authors

• Mahmoud Jafarpoor
• Saeed Sehat

https://doi.org/10.22067/pmt.v4i8.23471

Abstract

The purpose of the present study is to provide a conceptual model to define the relation between organizational justice and individual resistance against the commitment to the planned organizational changes. To assess the conceptual model, three governmental, public and private organizations were selected and studied. The statistical population consisted of 1050 managers and employees of the three organizations from which a sample of 281 using Cochran's formula and proportional categorized random sampling method, was selected. In this research, 2 main hypotheses and 6 sub-hypotheses were tested at the 99% confidence level; the direct relation of organizational justice and the reverse relation of individual resistance against planned organizational changes were confirmed. Also, the results indicated that “organizational justice” and “commitment to changes” perceived by the managers and staff in private organization were more than public and governmental organizations. Additionally, in the studied population, “transactional justice” is more desirable than other indices of organizational justice. The assessment of individual resistance in three organizations indicated that the index of “low motivation for change” in private organization and “improper change perceptions” in governmental and public organizations are the most important reasons for resistance against organizational changes. Among the studied demographical variables, commitment to changes has just been influenced by “education level” variable.

Keywords

• Individual resistance
• Organizational justice
• Sentimental commitment
• Norm commitment
• Task commitment

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