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研究生:曾雅偉
研究生(外文):Ya-wei Tseng
論文名稱:組織正義與組織承諾對組織公民行為的影響
論文名稱(外文):THE INFLUENCE OF ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL COMMITMENT ON ORGANIZATIONAOL CITIZENSHIP BEHAVIOR
指導教授:林信雄林信雄引用關係
指導教授(外文):Hsin-Hsiung Lin
學位類別:碩士
校院名稱:大同大學
系所名稱:事業經營研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2001
畢業學年度:89
語文別:英文
論文頁數:55
中文關鍵詞:組織正義組織承諾組織公民行為
外文關鍵詞:Organizational justiceOrganizational commitmentOrganizational citizenship behaviorLisrel
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雖然在組織正義的研究在過去數年間已經被密切的注意,但甚少研究是專注在正義知覺和角色外行為間的關係,因此本研究嘗試檢驗正義知覺和組織公民行為間的關係。公平和公民行為間關係的理論基礎是導源於公平理論和其他社會交換理論,本篇研究發展以組織承諾作為中介變數組織的公民行為的社會交換模式。使用Amos 3.6統計軟體的線性結構分析發現支持本研究的假設,包括對於程序正義的知覺與組織公民行為間關係的支持,線性結構分析更進一步指出程序正義與組織承諾對組織公民行為有正向的效果,然而分配正義的知覺卻不會影響組織公民行為。
本篇研究的主要發現如下:
1.公平知覺會正向的影響組織公民行為。
2.程序正義較分配正義更能預測組織公民行為。
3.員工知覺的組織正義會對組織承諾有正向的效果。
4.組織承諾會對於組織公民行為有正向的影響。
本篇研究管理上的涵義是主管可以直接影響下屬的公民行為,假如管理人員想要增加組織中的公民行為,他們應該努力增加與員工的互動公平。本研究的推論顯示基於互動正義的知覺公平可能是最易於管理的知覺公平,報酬的分配可能是由超出於管理者控制的力量所限制,相似的,公平程序的出現與否可能是組織政策的功能而非是管理者的意思。
本篇研究的限制和對後續研究的建議如下:
首先,本篇研究的主要概念化限制是本研究的模式只檢定少數的組織變數,後續研究應增加更多的變數以增強解釋力。
  其次,本研究只檢驗個別變數的效果,並沒有探索變數間的互動關係,後續研究應探討變數間的互動效果。
  第三,為了抽樣的方便,本研究使用只來自一家公司的資料,後續研究應嘗試使用來自不同產業更多公司的資料,以增強研究發現的普遍性。
Although the study of organizational justice has been intensified markedly in the past few years, little work has been focused on the relationship between justice perceptions and extrarole behaviors. Therefore, this study tried to examine the relationships between justice perceptions and organization citizenship behavior. A theoretical basis for the relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. This study developed empirically a social exchange model of organizational citizenship behavior, with organizational commitment considered to be a mediator between organizational fairness in the supervisor’s decision making and employee citizenship. Structural equation analysis with Amos 3.6 found support for the hypotheses suggested, including support for a relationship between perceptions of procedural justice and organizational citizenship behaviors. The analysis further showed that procedural justice and organizational commitment could have positive effects on organizational citizenship behaviors. However, perceptions of distributive justice were observed to fail to influence citizenship.
The major findings of this study are summarized as follows:
1. Perceptions of organizational justice will positively influence the factors of OCB.
2. Procedural justice in a supervisor’s decision making will be more likely than distri-
butive justice to predict a subordinate’s OCB.
3. The factors of organizational justice employees perceive will have positive effects on the factors of organizational commitment.
4. The factors of organizational commitment will have positive influences on the fac-
tors of OCB.
The implication for managerial practice of this study is that supervisors can directly influence employees'' citizenship behavior. If managers want to increase citizenship behavior in their organizations, they should work to increase the fairness in their interactions with their employees. A corollary of this implies that perceptions of fairness based on interactional justice may be the easiest perceptions of fairness to manage. Distribution of outcomes may be constrained by forces outside the managers’ control. Similarly, the presence or absence of fair procedures may be a function of an organizational policy and not managers’ intentions. By comparison, the fairness of the interactions between managers and employees is often a matter of the former’s being sensitive to the interests of the latter and of convincing the former that to be fair is of self-interest.
The limitations and suggestions for future research are summarized as follows:
First, a major conceptual limitation is that this study’s model tests only a few organizational variables. Future studies should add more variables to enhance the explanatory power.
Second, this study examines the effects of individual organizational variables and does not investigate the interactions among the predictors. For example, distributive justice could interact with procedural justice, or altruism could interact with sportsmanship. Future studies should explore the interaction effects of these variables.
Third, for the convenience of sampling, this study uses data from only one company. Perhaps the relationship found here would be different from that observed in other companies in other industries. Future study should try to enhance the generalizability of the findings, replicating this study with more companies form different industries.
CONTENT
ABSTRACT IN CHINESE…………………………………………………..    i
ASTRACT IN ENGLISH…………………………………………………… iii
ACKNOWLEDGMENTS…………………………………………………… v
CONTENTS…………………………………………………………………. vi
LIST OF TABLES…………………………………………………………… viii
IST OF FIGURES…………………………………………………………… ix
Chapter………………………………………………………………………. Page
I. INTRODUCTION…………………………………………………… 1
Research Motives………………………………………………... 1
Research Questions……………………………………………… 3
Research Objectives……………………………………………… 3
Research Procedures……………………………………………... 3
II. LITERATURE REVIEW……………………………………………. 5
Organizational Justice……………………………………………. 5
Distributive Justice………………………………………….. 5
Procedural Justice…………………………………………… 7
Interactional Justice…………………………………………. 9
Equity Theory……………………………………………….. 10
Organizational Commitment……………………………………… 12
Organizational Citizenship Behavior……………………………... 13
The Relationships Between Organizational Justice and
Organizational Citizenship Behavior………………………. 15
The Relationships Between Organizational Justice and
Organizational Commitment……………………………….. 17
The Relationships Between Organizational Commitment
and Organizational Citizenship Behavior………………….. 18
III. RESEARCH METHODOLGY………………………………………. 20
Research Framework……………………………………………... 20
Research Hypothesis……………………………………………… 21
Research Design………………………………………………….. 21
Operational Definition..……………………………………. 21
Questionnaire Measure…………………………………….. 23
Population Elements………………………………………………. 24
Pretest……………………………………………………………... 24
Data Analysis Methods……………………………………………. 25
IV. DATA ANALYSIS…………………………………………………….. 26
General Analysis of Responses……………………………………. 26
Response Rate………………………………………………. 26
Sample Data Description…………………………………… 26
Analysis and Result……………………………………………….. 28
Validity and Reliability…………………………………….. 28
Structural Equations Analysis……………………………… 30
V. CONCLUSIONS AND SUGGESTIONS………………………………. 34
Conclusions……..………………………………………………… 34
Managerial Implications………………………………………….. 37
Research Limitations and Suggestions for Future Research……… 37
BIBLIOGRAPHY………………………………………………………….. 39
APPENDICES……………………………………………………………… 46
VITA………………………………………………………………………... 58
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