转让定价、公平性感知和子公司业绩

基于组织公平理论的研究成果和转让定价现状,首先用组织公平理论的三维模式从分配公平、程序公平和互动公平三个维度分析了影响转让定价公平性感知的因素,如利润分配、发言权、信任、尊重等,然后探讨了转让定价公平性感知对子公司经理的行为和态度及子公司业绩的影响:公平性感知通过影响子公司经理的态度,如信任及满意度等影响子公司的业绩。最后提出了提升转让定价公平性感知的策略,如建立双向交流的机制、协商式的市场定价方法等,这些对集团转让定价政策机制的制定以及达成其战略目标有一定的指导意义。     

How employee perceptions of HR policy and practice influence discretionary work effort and co-worker assistance: evidence from two organizations

Drawing on social identity theory and organizational justice research, we model the impact of employee perceptions of human resource (HR) policies and practices on two important outcome variables – discretionary work effort (DWE) and co-worker assistance (CWA). Results based on 618 full-time employees in two organizations show that HR practices are positively related to procedural and distributive justice and that organizational identification mediates the relationship between procedural and distributive justice and DWE and CWA, respectively. Distributive justice is also shown to have direct effects on the two outcome variables suggesting the relevance of a social exchange perspective as a complement to social identity explanations. Implications for research and practice are briefly discussed.     

Relationships among pay inequity,perceptions of procedural justice,and organizational citizenship

This study explored relationships between employee dissatisfaction with pay, perceptions of procedural justice, and organizational citizenship behavior. It was hypothesized that pay inequity would be negatively related to citizenship, while favorable perceptions of procedural and interpersonal justice would be positively related. Results provided strong support for the hypotheses only with regard to a dimension of citizenship labeled “compliance.” Implications for employee behavior in the workplace and the expression of grievances are discussed; future research directions are also offered.     

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.     

When unfairness matters most: supervisory violations of electronic monitoring practices

This study examined the effects of different sources of monitoring information, quality of treatment and quality of decision‐making manipulations on perceptions of fairness and satisfaction with monitoring. Drawing on Blader and Tyler's four‐component model of fairness, participants were asked to rate their perceptions of fairness, satisfaction and intentions to comply with electronic performance‐monitoring policies that originated from formal organisational policies or from their direct supervisors. Results indicated that procedural justice violations originating from the supervisor (vs. formal organisational policy) led to lower perceptions of fairness and satisfaction with monitoring. Furthermore, the effect of procedural justice violations on compliance with monitoring was mediated by perceptions of fairness and satisfaction with monitoring. The present research has theoretical and practical implications for the design, implementation and communication of organisational electronic monitoring practices.     

The effects of internal and external sources of justice on employee turnover intention and organizational citizenship behavior toward clients and workgroup members

Abstract

Organizational justice research tends to focus on the effects of fair treatment from organizations or supervisors on employee attitudes and behaviors. Thus, there is a dearth of research on the effects of fair treatment attributable to other parties that employees interact with at work such as coworkers and clients. Controlling for organization-focused and supervisor-focused justice, results from our field study of employees working in a healthcare organization demonstrate that perceptions of client-focused fairness uniquely predicts supervisor ratings of employees organizational citizenship behavior toward clients and that perceptions of workgroup-focused justice uniquely predicts organizational citizenship behavior toward workgroups. Further, we find that client-focused justice perceptions uniquely predict employee turnover intention.     

Leader‐Member Exchange,Group‐ and Individual‐Level Procedural Justice and Reactions to Performance Appraisals

Previous research has established that relationships with authority figures and procedural justice perceptions are important in terms of the way in which employees react to organizational procedures that affect them. What is less clear are the reasons why exchange quality with authorities is related to perceptions of process fairness and the role of procedural justice climate in this process. Results indicate that individual‐level perceptions of procedural justice, but not performance ratings, partially mediate the relationship between exchange quality and reactions to performance appraisals, and that procedural justice climate is positively related to perceptions of procedural justice and appraisal reactions. These results support a more relational than instrumental view of justice perceptions in organizational procedures bound by exchange quality with an authority figure. Our study suggests that it is essential for managers to actively monitor and manage employee perceptions of process fairness at the group and individual levels. © 2015 Wiley Periodicals, Inc.     

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

Talent management is in need of a theoretical foundation and empirical research at the level of the individual. To address these gaps, the current paper relies on the literature on workforce differentiation and provides a research agenda by introducing perceived organizational justice as a key mediator between talent management practices and differential employee reactions. We discuss employees' varying reactions to talent management on one hand and their underlying perceptions of organizational justice, on the other hand. In particular, we propose that, amongst others, an employee's high potential status serves as an antecedent for different distributive justice perceptions, while procedural interventions and relationship building can provide organizational latitude in shaping employee reactions to talent management. Research methods, challenges, and practical implications are discussed.     

The role of pay secrecy policies and employee secrecy preferences in shaping job attitudes

Although pay secrecy continues to garner attention in human resource management, little research examines how these policies impact employees. Research inconsistently links secretive pay policies to unfavourable outcomes but has yet to consider that employees may have varying attitudes toward these policies. We examine how employee preferences modify the effect that organisational pay secrecy policies have on employee attitudes in a sample of 431 employed adults. To accomplish this goal, we create measures of pay secrecy policies and pay secrecy preferences that each differentiate two facets of pay secrecy: distributive pay non‐disclosure and communication restriction. Polynomial and moderated regression analyses indicated that disparities between employee preferences and organisational pay secrecy policies can reduce job satisfaction and perceptions of informational, interpersonal, and procedural justice under certain circumstances. These results simultaneously highlight the importance of employee attitudes toward pay secrecy policies and the challenges human resource practitioners face in managing employees with diverse preferences.     

前瞻性人格对员工变革行为的影响:组织公平气氛的调节效应

角色外行为可以分为归属性行为和挑战性行为两类。员工变革行为属于挑战性角色外行为。学术界重点关注员工变革行为的影响因素和形成机制。关于员工变革行为的影响因素,以往学者主要从个体和环境两个层面来分析。文章着重探讨前瞻性人格(个体因素)、组织公平气氛(环境因素)分别对员工变革行为的影响,以及环境因素在个体因素与员工变革行为之间的跨层次调节效应;关于控制变量的分析结论表明,任职年限、职务级别、教育程度等人口学变量对变革行为具有显著影响;关于主效应的分析结论表明,前瞻性人格正向影响员工变革行为,组织公平气氛也正向影响员工变革行为;关于交互效应的分析结论表明,组织公平气氛正向调节前瞻性人格对变革行为的影响。     

Employee reactions to gainsharing under seniority pay systems: The mediating effect of distributive,procedural, and interactional justice

This study examines the effects of gainsharing under seniority‐based pay systems on employee attitudes in Korea. It is hypothesized that gainsharing, which emphasizes performance, employee participation, and cooperation enhances employee perceptions of distributive, procedural, and interactional justice, and that this, in turn, produces positive employee attitudes. The participants were a sample of individuals from five firms that combined seniority‐based pay and gainsharing incentives and five comparable firms that used only seniority‐based pay. The results supported the partial mediation model whereby distributive and interactional justice partially mediated the effects of gainsharing on employee attitudes, but procedural justice did not. The practical implications of this international compensation research include careful consideration of the integration of gainsharing with the total rewards mix in an organization. © 2008 Wiley Periodicals, Inc.     

Settling the Score: The Role of Organizational Justice in the Relationship Between Psychological Contract Breach and Anticitizenship Behavior

This study investigated the role of psychological contract breach, procedural justice, and interactional justice in influencing employees' anticitizenship behaviors. It was posited that the association between contract breach and these negative employee outcomes would be moderated by perceptions of both procedural and interactional justice. In particular, employees' anticitizenship behaviors are hypothesized to be higher following a breach when both procedural and interactional justice are low. One hundred and sixty-five employees from a variety of organizational settings completed measures of contract breach, procedural justice, and interactional justice whereas their respective supervisors completed a measure of anticitizenship behavior. Results revealed a 3-way interaction between contract breach, procedural justice, and interactional justice on anticitizenship behavior. The nature of the interaction was further investigated through simple slope analyses. Consistent with the study's propositions, anticitizenship behavior was higher following a contract breach when both procedural and interactional justice were low. Theoretical and practical implications as well as directions for future research are discussed.     

An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*

abstract The purpose of the present study was to examine whether and how the quality of the employee–organization relationship (EOR) influences the relationship between employee perception of developmental human resource (HR) practices and employee outcomes. Analyses of 593 employees representing 64 local savings banks in Norway showed that four indicators of the EOR (perceived organizational support, affective organizational commitment, and procedural and interactional justice) moderated the relationship between perception of developmental HR practices and individual work performance. A strong and direct negative relationship was found between perception of developmental HR practices and turnover intention, but perceived procedural and interactional justice moderated this linkage. No support was found for a mediating role of the EOR indicators in the relationship between perception of developmental HR practices and employee outcomes. Implications and directions for future research are discussed.     

Organizational Surveillance of Computer-Mediated Workplace Communication: Employee Privacy Concerns and Responses

Email, social media, and other types of computer-mediated workplace communication tools can enhance flexibility in how employees perform their jobs, expand networking opportunities, increase profits, cut costs, and enable collaboration among diverse groups across the globe. Despite their advantages, these technology tools can also cause security breaches, financial loss, employee distraction, and lawsuits. To prevent such damaging consequences, many companies monitor their employees’ computer-mediated workplace communication. However, this surveillance is often met with resistance from employees as it taps into concerns over workers’ privacy rights, due process, and fairness. We examine these employee concerns through an empirical study of full-time working adults’ beliefs about their computer-mediated workplace communication privacy and their evaluations of organizational justice, trust in upper management, and commitment to the organization. Our results suggest that employees who perceive less computer-mediated workplace communication privacy tend to view their organization’s policies as less fair, trust upper management less, and demonstrate less commitment to their organizations. Furthermore, results indicate that procedural justice mediated the relationship between privacy and organizational commitment and moderated the relationship between privacy and organizational trust.     

Justice and organizational citizenship behavior: What is the relationship?

This study investigates the relationship between perceptions of overall fairness, organizational citizenship behavior, employee attitudes, and the quality of the supervisory/subordinate relationship based on the justice and organizational citizenship literature. Results show that employees do form perceptions of overall fairness and that these perceptions influence job satisfaction and organizational commitment. Relationships are found between altruism and perceptions of overall fairness, job satisfaction and categories of organizational citizenship behavior, and the quality of the supervisory-subordinate relationship and perception of overall fairness and organizational citizenship behavior. Practical implications and issues for future research are discussed.     

Employment Decisions in Self-Directed Work Teams: A Regulatory Compliance Perspective

Organizations are increasingly relying on self-directed work teams (SDWTs) to accomplish organizational tasks. The introduction of SDWTs into the workplace poses a number of managerial challenges. This paper will focus on one such challenge, the continuing need to comply with labor and equal employment regulations. We discuss several factors that potentially affect the legal compliance process. These include: (1) the impact of an increasingly diverse workforce on individual behavior and team processes, and (2) the role of procedural justice perceptions in effective HR compliance management. We conclude with some practical solutions to the challenge of managing compliance in SDWT settings.     

Able,willing, and knowing: the effects of HR practices on commitment and effort in 26 European countries

This study extends previous studies of human resource (HR) practices by examining how organizational commitment and work effort are related to the use of HR practices enhancing discretion and skills based on international comparative survey data from 26 European countries. By analyzing individual level data instead of the organizational level data that are examined in prior studies, this article allows investigating whether and how employee perceptions of HR practices are related to their attitudes and behavior. The multilevel analyses largely support the hypotheses that both the intensity and the consistency of these HR practices contribute to organizational commitment and work effort since they enhance the ability of employees and their willingness to cooperate and inform them about the expectations of the organization.     

Unit-level linkages between employee commitment to the organization,customer service delivery and customer satisfaction

Service profit chain and service climate research identifies the importance of employee attitudes and employee service behavior as mediating between organizational practices and customer satisfaction. While the importance of employee attitudes and customer service performance are acknowledged, there are calls to more precisely specify proximal mediators between employee attitudes and customer satisfaction. We propose a model in which the relationship between unit-level organizational commitment and customer attitudes is not direct but mediated via employees' customer service delivery including queuing time, serving time and service quality. We conducted a longitudinal unit-level analysis (N = 39) aggregating employee (N over 893) organizational commitment and customer (N over 1248) satisfaction data, and customer service behavior drawn from organizational records. Our model received reasonable support from basic tests of the predictive associations between unit-level organizational commitment, customer-relevant employee behaviors and customer satisfaction; however, organizational commitment was not found to be an important predictor in more rigorous change analyses. The findings as a whole therefore suggest that organizational commitment is a feature of units delivering fast, quality service, but its causal role is as yet unclear.     

Illuminating the ‘Face’ of Justice: A Meta‐Analytic Examination of Leadership and Organizational Justice

A significant body of research has described effective leader behaviours and has connected these behaviours to positive employee outcomes. However, this research has yet to be systematically integrated with organizational justice research to describe how leader behaviours inform justice perceptions. Therefore, we conduct a meta‐analysis (k = 166, N = 46,034) to investigate how three types of leader behaviours (task, relational, and change) inform four dimensions of organizational justice (procedural, distributive, interpersonal, and informational) referenced to the leader and to the organization. Further, we examine the joint impact of leader behaviours and justice perceptions on social exchange quality (i.e., leader–member exchange), task performance, and job satisfaction. Our results suggest that leader behaviours differentially inform leader‐ and organization‐focused justice perceptions, and the joint effect of leader behaviours and justice perceptions offer more nuanced explanations for outcomes.     

Linking job insecurity to well-being and organizational attitudes in Belgian workers: the role of security expectations and fairness

The aim of this study was to investigate how perceptions of job insecurity and fairness associate with individual well-being (job satisfaction and general health) and organizational attitudes (organizational commitment and turnover intention), under the condition that the psychological contract as perceived by the employee includes a promise on job security, or not. More specifically, we suggest that (H1) job insecurity is negatively related to individual well-being and organizational commitment and positively related to turnover intentions when job security is expected as part of the psychological contract, (H2) that job insecurity is negatively related to fairness perceptions when job security is expected as part of the psychological contract, (H3) that fairness associates positively with individual well-being and organizational commitment and negatively with turnover intentions and (H4) that the association between job insecurity, individual well-being and organizational outcomes is mediated by fairness under the condition that job security is expected as part of the psychological contract. Thus, we propose a model of mediated moderation. Results based on a sample of Belgian employees (N = 559) supported our hypotheses for organizational outcomes. For individual well-being, the mediation framework was not conditional upon a perceived promise of job security as part of the psychological contract. We conclude that employees' perceptions of job insecurity and fairness are important factors in employees' well-being and their attitudes towards the organization. More importantly, these perceptions can in part be shaped by organizational agents such as managers and supervisors. Additionally, the active utilization of the psychological contract in management strategies seems to have favourable results for the fostering of pro-organizational attitudes among employees.