The role of procedural justice in managers’ experiences in layoffs
|Drawing on the organizational justice literature and the construct of necessary evil, this paper examines the experience of layoffs from an under-researched perspective - managers. The managers often play conflicting roles in an organizational necessary evil; they are both witnesses to and survivors of the harm caused to employees by layoffs. Applying insights from cognitive appraisal theory, we propose a serial mediation model whereby the effect of procedural justice in a layoff context on managerial exit intentions is serially mediated by managerial feelings of control and well-being. We test and confirm our hypotheses using survey data from 144 managers in a large European telecommunications company that had conducted layoffs. In line with cognitive appraisal theory, our work extends current research on the importance of organizational justice as a resource for managers in the context of necessary evils. We also extend understanding of necessary evils and how their burden can be made less severe to managers – both for those tasked with them and observing them - and confirm the positive effects of procedural justice for managers’ health and exit intentions.
|The role of procedural justice in managers’ experiences in layoffs
|Academy of Management Annual Meeting Proceedings
|EBS International U.
|EBS Business School
|81st Annual Meeting of the Academy of Management
|Academy of Management
|People Management & Leadership