Communication, Procedural Justice, and Employee Attitudes: Relationships Under Conditions of Divestiture

By C. Gopinath, Thomas E. Becker. 2000

261 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/70e15563000e9d2fd8ea81f7d9ac695484454387

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Laryssa Topolnytsky
2. Rebecca M. Chory-Assad
3. Peter Boxall
4. Wayne A. Hochwarter
5. Gretchen M. Spreitzer
6. Shaul Oreg
7. Michele J. Gelfand
8. Rune Lines

In Organizational Behavior and Human Resource Management

1. Alexandre J. S. Morin
2. Christian Vandenberghe
3. John P. Meyer
4. A. Rafferty
5. A. Armenakis
6. N. Jimmieson
7. Shaul Oreg
8. Maria Vakola

In Radiological and Ultrasound Technology

1. Shaul Oreg
2. Maria Vakola
3. Rebecca M. Chory-Assad
4. Wayne A. Hochwarter
5. Rune Lines
6. Alexandre J. S. Morin
7. Anne P. Hubbell
8. David de Cremer

Citations in the corpus

• Change Readiness (2013, background): “In particular, research suggests that change management processes designed to enhance participation in change are associated with positive attitudinal responses to change (e.g., Gopinath & Becker, 2000; Rafferty & Restubog, 2010).”
• The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance (2010, background): “Gopinath and Becker ( 2002 ) find that high PJ in a context of divestment in year 1 is associated with a higher level of trust among new shareholders and a stronger organizational commitment in year 2.”
• Communication, Commitment & Trust: Exploring the Triad (2011, background): “Guzley (1992) found that employees’ perceptions of organizational communication were positively correlated with the employees’ organizational commitment. Varona (1996) found significant positive relationship between communication and employees’ organizational commitment. Thornhill et al (1996) also ”
• Perceived Control as an Antidote to the Negative Effects of Layoffs on Survivors' Organizational Commitment and Job Performance (2004, background): “…involving employees may be beneficial not only in the aftermath of downsizings, but also in response to other significant organizational changes (e.g., mergers and acquisitions, divestitures) that increase the degree of importance employees attach to perceiving control (Gopinath & Becker, 2000).”
• Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “An important key to all three facets is continuous, open, and honest communication (Gopinath & Becker, 2000; Schweiger & DeNisi, 1991).”
• The Structure and Function of Attitudes Toward Organizational Change (2005, background): “Organizational change often creates a high level of perceived uncertainty (Gopinath & Becker, 2000) that is partly alleviated with formal and informal communication from those in charge of the change initiative (Bernerth, 2004).”
• What Have We Acquired and What Should We Acquire in Divestiture Research? A Review and Research Agenda (2006, background): “…these studies have concentrated on the involvement of boards (Johnson et al., 1993), corporate and divisional managers (Ghertman, 1988; Nees, 1981), as well as employees (Gopinath & Becker, 2000) in the divestiture decision-making process and the effects of their involvement on divestiture outcome.”