The nature of the workplace and of working conditions within the organisational environment is rapidly changing. Contemporary workplaces now entirely depend on human capital with an increased knowledge mind–set, a greater reliance on technology and a thirst for organisational efficiency and process optimisation. With this modern cultural change arrives an increasing obligation for employees to perform at higher levels of intensity — while an escalating managerial directive forces them to improve both the quantitative and qualitative aspects of their role. Evidently, a by–product of this new organisational environment is a greater level of employee resistance stemming from an atmosphere fuelled by conflict, stress and often a misrepresented view of workplace justice. The majority of this conflict and stress is attributed to ‘work design and the organisation and management of work, and an employee’s social and environmental contexts, which have the potential for causing psychological, social and even physical harm’.
