Organisational justice, trust and perceptions of fairness in the implementation of agenda for change

BackgroundAgenda for Change (AfC) was introduced to ensure equity of rewards for work of equal value, irrespective of professional background. Radiographer grades were evaluated and matched against job profiles and placed within the relevant pay bands of AfC. Equity theory suggests that individuals will make comparisons between themselves and others with regard to their rewards resulting in justice perceptions which may affect morale and work behaviours. This case study explored the justice perceptions and effect on co-worker relationships of a group of therapeutic radiographers in the process and outcomes of the implementation of AfC within their organisation.MethodAn existential phenomenological approach was used and self administered questionnaires utilised for data collection. A sample of band 5–8a therapeutic radiographers from one regional Cancer Centre was questioned. Content analysis was applied to systematically and objectively categorise information into recurring themes.FindingsOpen coding identified two main themes which were termed Recognition and Resentment. Data was analysed in terms of organisational justice theory and issues were identified in relation to recognition of extra-role behaviour and trust in those tasked with job matching and decision making.ConclusionThere appeared to be a perceived lack of justice in relation to the implementation of AfC, resulting in a lowering of staff morale and organisational commitment. However, no effect on co-worker relations was reported. Professional values appear to supersede issues of organisational justice, with staff asserting that patient care must override any matter of personal dissatisfaction.