Employee concerns regarding self-managing work teams: A multidimensional justice perspective

Bradley L. Kirkman*, Debra L. Shapiro, Luke Novelli, Jeanne M. Brett

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

50 Scopus citations


The increase in the use of self-managing work teams in organizations has been accompanied by growing employee resistance and concern about what such dramatic changes mean to workers. Using an organizational justice perspective, this chapter identifies and examines employee concerns about the move to self-managing work teams in two Fortune 500 organizations. Employee fairness concerns regarding three types of justice -distributive, procedural, and interactional - are highlighted. Findings suggest that to address employee fairness concerns regarding the move to self-managing work teams, managers should act distributively, procedurally, and interactionally justly.

Original languageEnglish (US)
Pages (from-to)47-67
Number of pages21
JournalSocial Justice Research
Issue number1
StatePublished - 1996


  • Distributive justice
  • Interactional justice
  • Organizational justice
  • Procedural justice
  • Self-managing work teams

ASJC Scopus subject areas

  • Anthropology
  • Sociology and Political Science
  • Law


Dive into the research topics of 'Employee concerns regarding self-managing work teams: A multidimensional justice perspective'. Together they form a unique fingerprint.

Cite this