Effect of Role Clarity and Work Overload on Perceptions of Justice and Job Insecurity after Downsizing

Chipunza, Crispen; Samuel, Michael O.

doi:10.1080/09718923.2012.11893069

Cited by 7 publications

(8 citation statements)

References 5 publications

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“…Despite having important theoretical and practical implications, our study still leaves some questions to answer. Based on Colquitt (2001), informational fairness is considered a separate dimension of organizational justice. However, before that, informational fairness and interpersonal fairness were considered as one dimension, and under the rubric of interactional justice.…”

Section: Discussionmentioning

confidence: 99%

“…However, before that, informational fairness and interpersonal fairness were considered as one dimension, and under the rubric of interactional justice. Although while refining the dimensionality of organizational justice, Colquitt (2001) peeled the rubric of interactional justice off and introduced two different dimensions (informational fairness and interpersonal fairness), practical significance of the relationship between these two dimensions could be scaled down. That is, the former relates to information and the latter pertains to the information giver.…”

Section: Discussionmentioning

confidence: 99%

“…We used Colquitt's (2001) five-item scale for measuring project team members' perceptions of informational fairness. The sample item is, “Has your manager been candid in his or her communication with you?” Overall, the scale items asked participants to rate their project directors/managers' actions revealing candidness while communicating and/or explaining the procedures thoroughly, in a reasonable and timely manner, and fulfilling the specific needs of their team members.…”

Section: Methodsmentioning

confidence: 99%

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The mechanism behind informational fairness and project performance relationship: evidence from Pakistani construction organizations

Khattak

Iqbal

Ikramullah

et al. 2020

IJPPM

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PurposeThis study examines the relationship between employees' perceptions of informational fairness and project performance. Furthermore, it examines if this relationship is sequentially mediated by (1) knowledge sharing and role clarity and (2) communication openness and role clarity.Design/methodology/approachData are collected from 302 full-time employees of seven project-based construction organizations in Pakistan. Data are analyzed through variance-based structural equation modeling technique and the Preacher and Hayes' bootstrapping procedure.FindingsResults indicate that project employees' perceptions of informational fairness positively predict project performance. Moreover, this relationship is sequentially mediated by (1) communication openness and role clarity and (2) knowledge sharing and role clarity.Originality/valueThis study provides further insights on the informational fairness and project performance relationship by examining their underlying mechanisms. It draws on the much ignored context of Pakistan, and offers some implications for managers and researchers with regard to how behavioral factors may further enhance project performance.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

The mechanism behind informational fairness and project performance relationship: evidence from Pakistani construction organizations

Khattak

Iqbal

Ikramullah

et al. 2020

IJPPM

View full text Add to dashboard Cite

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“…Schiro (2009) also focused on the fact that the remaining staff of downsizing process, referred to as "survivors," were not supported to maintain production, labor and morale, as was the case before the restructuring process. Moreover, they suffered from a series of physical and mental health conditions known as "survivor syndrome" which includes anxiety, low morale, low productivity, high levels of mistrust and excessive caution, but Chipunza and Sameul (2013) saw that the organization needs to have effective contacts with employees who try to keep their information related to justice and lack of job security hoping to secure their position on downsizing workforce. These downsizing survivors are concerned with such issues.…”

Section: Human Resources Restructuring Advantages and Disadvantagesmentioning

confidence: 99%

Early retirement incentive programs as a human resources restructuring strategy in public sector

Shabat

2020

REPS

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Purpose The purpose of this paper is to analyze the conceptual framework about human resources downsizing and restructuring and how organizations of the public sector can do that effectively and efficiently. These facts drive to the conclusion that the implementation of early retirement incentives requires the most elaborate planning and execution to be effective, predictable and safe in the long term. Design/methodology/approach This paper adopts an analytical, descriptive methodology approach to describe the basic features of the data by using the descriptive research design. Data have been collected through different sources, which include secondary data, to introduce the theoretical literature of the subject as books, journals, articles, published working papers and referred previous studies related to the same subject. Findings Downsizing process is a deliberate administrative process that includes, but is not limited to, workforce reduction and is primarily aimed at achieving efficiency in public organizations. The definition of workforce downsizing may be narrowed to reducing the number of workers, or more likely to refer to general efforts to restructuring human resources in public organizations, Early Retirement Incentive Programs (ERIP) represents a viable alternative for organizations seeking to reduce staff. For the ERIP to be successful, the program coordinator must understand the business objectives and goals that the organization is trying to obtain. Originality/value Human resources strategies concerning downsizing public administration workforce should be more appropriate to those who leave the organization and those who stay at work, reducing the negative psychological, administrative and economical effects. This could be achieved through a strategy called early retirement incentive programs.

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“…Excessive workload leads to unintended consequences especially in smaller organizations (Chipunza & Samuel, 2012). Furthermore, this can cause workers to become mentally distant from the work, and leads to insensitivity (Inandi & Buyukozkan, 2013).…”

Section: Workloadmentioning

confidence: 99%

Analysis of the workload of nurses

Mersin¹,

İpçioğlu²,

Koca³

2018

Health Care Acad J

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Giriş: Hemşireler, belirsiz iş tanımı ve onların fazla ve eşit olmayan hemşirelik iş yükü nedeniyle birçok zorlukla karşı karşıyadır. Hemşireler arasında iş yükünün adil dağılımının olmaması, hasta bakımının kalitesini ve hemşirelerin motivasyon düzeyini olumsuz yönde etkilemektedir. Bu nedenle, hemşirelerin iş yükünü analiz etmek çok önemlidir. Amaç: Farklı kliniklerde çalışan, her hemşirenin iş yükü puanlarının belirlenmesi amaçlanmıştır. Yöntem: Bu çalışma, retrospektif ve tanımlayıcı olarak yapılmıştır. Retrospektif veriler, Türkiye'deki bir hastanedeki 341 hastanın dosyalarından elde edilmiştir. Tanımlayıcı veriler için ise, 136 hemşireye "Sosyo-Demografik Form" ve "Likert tipte bir ölçek" (1: en hafif/kolay, 9: en zor/ağır) uygulanmıştır. Bulgular: Bu çalışmada en fazla iş yükünün, dahili kliniklerde çalışan hemşireler için olduğu belirlenmiştir. En zor/ağır hemşirelik işleminin, yenidoğanın, doğumdan anneye verilmesine kadar geçen sürede yapılan işlemler (7.33 ± 2.25) olduğu, en hafif/kolay hemşirelik işleminin ise, oksijen verme (2,77 ± 2,04) olduğu saptanmıştır. Sonuç: Bu çalışmanın sonuçları, hemşirelik işlemlerinin sayısal olarak değerlendirilmesi ile ilgili olarak hemşirelik alanına katkı sunmaktadır. Bu sonuçlar, hemşire yöneticiler için, hemşirelerin iş yükünü kolayca değerlendirebileceği bir rehber olabilir. Ayrıca çalışma, hemşireler için kayıt sisteminin önemini de vurgulamaktadır.

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Effect of Role Clarity and Work Overload on Perceptions of Justice and Job Insecurity after Downsizing

Cited by 7 publications

References 5 publications

The mechanism behind informational fairness and project performance relationship: evidence from Pakistani construction organizations

The mechanism behind informational fairness and project performance relationship: evidence from Pakistani construction organizations

Early retirement incentive programs as a human resources restructuring strategy in public sector

Analysis of the workload of nurses

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