Impact of Fairness, Leadership, and Coping on Strain, Burnout, and Turnover in Organizational Change

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Abstract

Procedural justice, supervisory style, and personal coping measures were obtained from 103 workers from two units of a nationwide engineering firm during and six months after a time-limited, company-wide computer system change. The two units employed significantly differing procedural justice approaches. Lower procedural justice was predictive of higher burnout, strain, and turnover. The patterns of relationship were somewhat different for burnout and strain, implying that these two affective responses to change might be viewed as distinct from one another. Higher strain was predictive of turnover above and beyond contributions of procedural justice, supervision, and coping, but burnout was not. Implications for application and further research are discussed based on the research findings.

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