Abstract

Proposes that an organizational psychology process termed fairness may act as a buffer against employee resistance to change. Focuses on opposition based on hostility as a divide of all potential combative behaviours. explains how organisational change frequently makes people feel like losers and increases workers' sensitivity to fairness using the referent cognitions hypothesis. Modern theoretical and empirical research demonstrates that managers and academics may not handle resistance effectively if they focus on the outcomes of any type of justice (e.g., distributive, procedural, or interactional justice). investigates the connections between all three facets of justice in order to predict resistance to change and provides change managers with some advice.

Key words: Workplace resistance, Organizational justice and Resistance to change