Empirical research organizations in the non-standard labor relations sense of fairness on employee performance
|School||Central South University|
|Keywords||Non-standard labor relations Organizational justice Organizational commitment Perceived Organizational Support Leadership - members of the exchange relationship Employee Performance|
The world financial crisis has resulted in the employment of workers in China increasing pressure, with flexible employment become important way to ease the employment pressure in China, the development of labor relations in enterprises gradually to the trend of non-standardized. How to promote a non-standard labor relations between the two sides live in harmony, and the current problems to be solved to improve employee performance. Organizational justice is an important factor affecting the performance of the staff. These studies have confirmed that enhance employees' sense of fairness can improve employee performance. Based on the characteristics of the non-standard labor relations, work attitude and behavior affect the way as well as the impact of the extent of the employee's sense of fairness, may have the uniqueness of the general staff. Throughout the existing research scholars for the study of organizational justice on employee performance and more focus on the case of the standard labor relations, for non-standard labor relations, organizational justice to what extent can affect employee performance , and how it will affect the performance of employees, is still an open question. Therefore, this study selected the domestic part of the region through flexible forms of employment and enterprise of this special group of non-standard labor relations staff as an object of study, to examine employees' organizational justice on job performance impact mechanism. Survey, with a sample obtained using SPSS13.0 and Lisrel8.7 software reliability and validity analysis and structural equation modeling analysis, the following conclusions. (1) from the the organization fair degree of sense of three-dimensional impact on employee performance: direct impacts of distributive justice gt; procedural fairness = interactive fair; to indirectly affect procedural fairness gt; distributive justice gt; interactional justice. The total impact, procedural fairness gt; distributive justice gt; interactive fair. (2) from the point of view of two dimensions of employee performance: organizational sense of fairness influence task performance, distributive justice gt; procedural fairness; the relationship performance organizational justice, interactional justice gt; to procedural fairness gt; distributive justice. In short, distributive justice and procedural fairness can not only directly affect the employees' performance and the allocation of the fair through organizational commitment, procedural fairness indirect impact through the sense of organizational commitment and support staff performance; interactional justice can directly influence indirectly through leadership - member exchange relationship performance. Finally, according to the research findings, this paper proposes a series of management recommendations.