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1、STUDYONTHEINFLUENCEMECHANISMOFORGANIZATIONALJUSTICEPERCEPTIONOFEMPLOYEEDEVIANTBEHAVIORABSTRACTInrecentyears,therearevarioustypesofemployeedeviantbehaviorsintheworkplacetotheorganizationresultinginlossofabout$6to$200billioneachyear.Withtheintensifyingcompetitionathomeandabro
2、ad,inordertoobtaincompetitiveadvantageandongoingchangehasbecomethepriorityoftheorganization.Undersuchcompetition,lackoforganizationaljusticehasbecomeanimportantfactorofemployeedeviantbehavior.Asakindoftypicalnegativerolebehavior,gettingmoreandmoreattentionfromChineseandwest
3、ernscholars.Beforethescholarsresearchonemployeedeviantbehavior,perceptionofrolebehavioroutsidestaysinorganizationalcitizenshipbehavior,employeedeviantbehaviortobuildacompleterolebehaviorisofgreatsignificance.Sowehavereasontobelievethat,inbuildingahighperformanceworksystemin
4、theprocessofhumanresourcemanagementpractice,toexploresomespecificissuesrelatedtotheemployeedeviantbehaviorisofgreattheoreticalvalueandpracticalsignificance.Currentstudywillafectorganizationaljusticeonemployeedeviantbehavior,butwhatisthespecificinfluencemechanismremainstobef
5、urtherconfirmed,expectedonthebasisoftheoreticalresearchinthispaper,viaempiricalresearchopentheinfluenceoforganizationaljusticeonemployeedeviantbehaviormechanismofblackbox,bringstotheenterpriseororganizationpracticeoperationalSuggestions.Intheempiricalresearch,thisstudyadopt
6、sthemethodofquestionnairesurvey.QuestionnairesweredistributedtothestaffofmanycompaniesinHangzhou^Wenzhou>TaizhouectinZhejaingProvince,excludingnon-completedquestionnaireandfailedeventuallyhave275validquestionnaires.MainlythroughtheuseofSPSSstatisticalsoftwaretoanalyzetherel
7、iabilityandvalidityanalysis,Pearsoncorrelationanalysis,analysisofvariance,regressionanalysis,toorganizeafairperceptionofemployeedeviantbehaviorofmechanismsempiricalresearch.Theresultsshowedthat:1.perceivedorganizationaljusticenegativecorrelationexistsbetweenemployeedeviantb
8、ehavior.2.perceivedorganizationaljusticeandorganizationalcommitment,jobsatisfactio