the different outcome of distributive justice, procedural justice and interactional justice 互動公正影響效果的差異
confirmatory factor analysis supported the construct, comprised of distributive justice, informational justice, procedual justice and interactional justice 驗證性因素分析顯示四維度模型的擬合度指標較理想。
the results of data analysis indicate that employees'perception of organizational justice ( distributive justice, procedural justice, interactional justice, informational justice ) and managerial compliance with the labor law are important antecedents of employees'pay satisfaction ( satisfaction with pay level, benefit, bonus, pay raise, pay structure and administration ), and employees'pay satisfaction and affective commitment mediate the relationship between organizational justice and work effort and performance 數(shù)據(jù)分析結果表明,企業(yè)薪酬管理公平性與企業(yè)守法程度是影響員工薪酬滿意感的重要因素;企業(yè)薪酬管理公平性通過員工的薪酬滿意感和歸屬感,間接影響他們的工作積極性和工作績效。
at the first stage, an interview was conducted to primarily test the model; in second stage, the author picked out one company in hangzhou, and analysis him particularly to test the model as one cases . at the third stage, more than 200 people from different enterprises were surveyed through questionnaires to test the model through data . the conclusions indicated that : ( 1 ) there are three dimensions of employee justice, procedural justice and interactional justice are two different but relevant dimensions; ( 2 ) a certain type of compensation influenced justice remarkably, others have no influence to justice, and the organizational culture moderated the relationship of compensations and interactional justice; ( 3 ) the justice of employees influenced their organizational commitment, and these findings show that multiple aspects of commitment are related to multiple justice types, indicating the role justice plays in organizational commitment is stronger than the role usually assumed 本文的研究分三個階段進行,第一階段是訪談研究階段,了解公平感,現(xiàn)實中企業(yè)的薪酬策略以及組織承諾的構成,并初步驗證薪酬策略以及組織承諾和公平感之間的關系,對本文的研究構思和假設做一個初步的證明和完善;第二階段是案例研究,主要對浙江省內的兩家民營企業(yè)做了比較細致的分析,從事例的角度來說明薪酬策略,公平感和組織承諾之間的關系;研究的第三個階段是問卷研究,針對杭州,上海,武漢,寧波等城市的大中小企業(yè)的員工進行了問卷調查,從量上對本文的構思作更深一步的研究。
at the first stage, an interview was conducted to primarily test the model; in second stage, the author picked out one company in hangzhou, and analysis him particularly to test the model as one cases . at the third stage, more than 200 people from different enterprises were surveyed through questionnaires to test the model through data . the conclusions indicated that : ( 1 ) there are three dimensions of employee justice, procedural justice and interactional justice are two different but relevant dimensions; ( 2 ) a certain type of compensation influenced justice remarkably, others have no influence to justice, and the organizational culture moderated the relationship of compensations and interactional justice; ( 3 ) the justice of employees influenced their organizational commitment, and these findings show that multiple aspects of commitment are related to multiple justice types, indicating the role justice plays in organizational commitment is stronger than the role usually assumed 本文的研究分三個階段進行,第一階段是訪談研究階段,了解公平感,現(xiàn)實中企業(yè)的薪酬策略以及組織承諾的構成,并初步驗證薪酬策略以及組織承諾和公平感之間的關系,對本文的研究構思和假設做一個初步的證明和完善;第二階段是案例研究,主要對浙江省內的兩家民營企業(yè)做了比較細致的分析,從事例的角度來說明薪酬策略,公平感和組織承諾之間的關系;研究的第三個階段是問卷研究,針對杭州,上海,武漢,寧波等城市的大中小企業(yè)的員工進行了問卷調查,從量上對本文的構思作更深一步的研究。