Zhongguo qi ye yuan gong ji xiao kao he gong zheng yu yuan gong tai du guan xi yan jiu
|Other Title:||A study on the relationship between of organizational justice in employees' performance evaluation and their attitude & behavior in Chinese enterprises|
|Subject:||Hong Kong Polytechnic University -- Dissertations.|
Employees -- Rating of -- China.
|Department:||Graduate School of Business|
|Pages:||xi, 134 leaves : charts ; 30 cm.|
|Abstract:||Performance evaluation is the process that evaluates the working outcome for a certain period. It belongs to the important context in the human resources development and management, and is more and more popular in management control. The process can be divided into following parts: criteria setting, execution, performance appraisal and reward & punishment. Two important factors are the key to the justice of the evaluation: result and process. These actually represent distribution justice and procedural justice. The research findings show that the two types of justices have different effects on employees' attitude and behaviors, but all these problems have not been studied deeply in China. The dissertation focuses on the performance evaluation in the telecom industry, and studies how organization justice affects employees' attitudes and behaviors.The research will help improve the design of performance evaluation system under Chinese environment so that it can work more effectively in motivating people. 291 samples have been collected from the telecommunication industry and the following conclusions are made by implementing research methodology including factor analyses, descriptive statistics, correlation analysis and hierarchical multiple regression etc., to test a series of hypothesis based on the research framework: 1. Distribute and procedure justice is related positively with each other. 2. The distribution justice based on result has direct positive effect on the satisfaction and organizational commitment (OC). The distribution justice based on relative comparison affect both directly and indirectly (through trust as mediating factor) satisfaction and affect organization commitment (OC) through trust to supervisors and colleagues as mediating factors. Distribution justice has no effect on organization citizenship behavior (OCB). 3. The procedure justice has not only direct positive effect on the satisfaction and OC, but also affects the satisfaction by trust in superiors and affects the OC positively by the trust in superiors and colleagues. The procedure justice affects OCB by trust in supervisors and colleagues. 4. Trust plays a important role as the mediating factor between the organizational justice and employees' attitudes and behaviors. 5. Procedural justice plays more important role than distribution justice in affecting employees' attitudes and behaviors. Procedure justice links more closely with trust than distribution justice does.|
|Rights:||All rights reserved|
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