Jan'20
The IUP Journal of Organizational Behavior
Focus
The first paper, "The Effects of Organizational Change on Employee Commitment", by Sukhi Aujla and Carolan Mclarney, examines the positive and the negative effects of organizational change in multinational organizations through a review of literature. The paper is significant in the context of examining existing literature and best practices to determine the effects of organizational change. The authors have highlighted what organizations can do to enable organizational change smoothly and ensure organizational commitment. For example, factors such as fairness of change and enhancing the relationship of employee and organization during the change process can facilitate organizational commitment. With regard to the negative effect of organizational change, the authors have highlighted two specific factors, stress and morale, through a review of literature. The authors also discuss how organizations can prepare employees for taking support from several theoretical perspectives on organizational commitment.
The second paper, "Organizational Justice: The Transpiring Journey from Relative Deprivation to Integrative Justice", by Muzaffar Ahmad Dar, highlights the historical evolution of organizational justice through a systematic review of literature. To present the evolution of the construct, the authors have classified the evolution into four phases or waves: (a) distributive justice wave; (b) procedural justice wave; (c) interactional justice wave; and (d) integrative wave. The paper further highlights the interrelation between the different waves. Further, the authors discuss the outcomes of organizational justice through a review of literature, thereby highlighting the relevance of organizational justice to OB research.
The third paper, "Perception of Employees Towards Human Resource Development Systems in Healthcare: An Exploratory Analysis", by Umer Shareef Sheikh, empirically examines the differences in perception of HRD practices in government healthcare sector in Jammu and Kashmir along various demographic factors. The demographic and work-related differences examined were gender, age, tenure and job category and salary. The study is important in representing the HRD practices in public healthcare sector in India. The findings of the study suggest differences in perception along various demographic factors. However, it also suggests an overall positive perception with regard to overall quality of work-life balance, performance appraisal, etc.
Consulting Editor
| Article | Price (₹) | ||
| The Effects of Organizational Change on Employee Commitment |
100
|
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| Organizational Justice: The Transpiring Journey from Relative Deprivation to Integrative Justice |
100
|
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| Perception of Employees towards Human Resource Development Systems in Healthcare: An Exploratory Analysis |
100
|
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The Effects of Organizational Change on Employee Commitment
The purpose of this paper is to study the effects of organizational change on employee commitment in large multinational companies. The aim is to understand the most common effects experienced by employees as well as look at some of the rarer effects caused by organizational change. Additional explanation is given as to the impact these effects have on employees' commitment to the organization and the change itself. A discussion on some of the most common best business practices followed by organizations to increase employee commitment during times of change in organizations is given. Lastly, the paper reviews the importance of building employee commitment at an early stage to prepare the employees for organizational changes.
Organizational Justice: The Transpiring Journey from Relative Deprivation to Integrative Justice
In the era of globalization and cut-throat competition, organizations operate at the global level, and committed and competent workforce is a prerequisite for their sustainable development. Organizations need to provide an enabling environment wherein competent human resources perceive that they are being treated fairly. Organizational justice can be defined as people's perception of fairness in organizations which is related to their pay, rewards, promotions, respect, dignity, information, dissemination, and so on. This paper presents the transpiring evolution of the concept 'organizational justice' in the field of organizational behavior and human resource management. This paper seeks to explore the historical advancements and the contemporary approaches ranging from relative deprivation to the present discourse on integrative wave. The journey of organizational justice has been classified into four distinct waves: (a) Distributive justice wave; (b) Procedural justice wave; (c) Interactional justice wave; and (d) The integrative wave. This paper focuses on the interrelation existing among these different movements. Moreover, this paper seeks to define the ebb and flow about the conceptual shoreline of organizational justice.
Perception of Employees towards Human Resource Development Systems in Healthcare: An Exploratory Analysis
The main purpose of this paper was to compare the perception of employees working in government hospitals with regard to various human resource development systems and practices in place and report the differences (if any) thereof. The paper is empirical in nature and the results are purely based on primary sources of data collected through a well-designed structured questionnaire. The author surveyed 10 district-level government hospitals of Jammu and Kashmir (India) and served questionnaire to 400 employees using convenience sampling method; however, only two hundred and eighty five (285) employees actively responded and participated in the study. The analysis of responses revealed satisfactory HRD systems in healthcare, while significant differences of perception among employees are reported so far as their demographic characteristics are concerned. Consequently, the author concluded that employees differ significantly in their views about HRD systems in government hospitals and suggested that organizations should plan and execute different developmental strategies for different employee groups depending upon their demography. The findings may be of immense importance to family and healthcare department, Government of Jammu and Kashmir. It may also help HR practitioners and scholars in building management concerns and advocacy for better HRD systems and practices. Very sparse and scant literature is available on this subject from government organizations. The study is thus a modest effort in this direction.