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Survivor Reactions to Reorganization: Antecedents and Consequences of Procedural, Interpersonal, and Informational Justice*1
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Mary C. Kernan
, 
, a and Paul J. Hangesba Department of Business Administration, University of Delaware, USA
b Department of Psychology, University of Maryland, USA
Received 18 May 2000;
revised 11 January 2002;
accepted 11 January 2002.
Available online 29 October 2002.
AbstractThis study tested a model of survivor reactions to reorganization, which incorporated multiple predictors and consequences of procedural, interpersonal, and informational justice. The 3 justice types had different correlates: all 4 antecedents (employee input, victim support, implementation, and communication quality) predicted interpersonal fairness, implementation and communication quality were associated with informational fairness, and employee input was the sole predictor of procedural justice. Procedural justice was strongly related to all 4 outcome variables, and interpersonal and informational justice added unique variance to the prediction of trust in management. The reorganization effort was still predictive of employee outcomes, although primarily through procedural justice approximately 1 year after its completion.
*1 This study was supported by a grant from the College of Business and Economics, University of Delaware.
Department of Business Administration, University of Delaware, Newark, Delaware 19716-2710; email: kernanm@be.udel.edu
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