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영어

This study aims at developing and empirically testing a comprehensive model of organizational justice derived from the prior theoretical and empirical studies on organizational justice. The study seeks to understand the antecedents to and the consequences are addressed. The first question is what characteristics of the HRM systems determine the levels of perceived distributive and procedural justice. Hypothesis are derived from the two prominant theoretical models, i.e., the self-interests model(SIM) and the group value model (GVM). The first model assumes that people are motivated to fulfill their needs for self-interests, and suggests outcome favorability, outcome importance, and decision control as important determinants of organizational justice. In contrasts, the latter model emphasizes the roles of group-related factors in perceiving justice, which help people express their values in group and organizational contexts. Those factors include neutrality, consistency, accuracy, ethicality, credibility, and reciprocity in the processes of making HRM decisions. All nine factors suggested by the two models are adopted for this study as major determinents of both distributive and procedural justice. The second question of this study is related to the moderating effects of individual differences on the relationship between the SIM and GVM variables and perceived distributive and procedural justice in organizational contexts. The final research question deals with the consequences of perceived organizational justice, specifically job-related attitudes and organizational commitment. Job-related attitudes in this study refer to job satisfaction, job motivation, and job involvement, i.e., the willingness to make contrivutions, identification with organization, and intent to stay. In examining the consequences of perceived organizational justice, the study focuses on the interaction effects of procedural and distrivutive justice on the above six outcome variables. The results show that both SIM and GVM variables significantly influence distributive and procedural justice. However, hierarchical regression analyses reveal that the GVM variables excert more influence has been focused on the consequences of perceived distributive justice with regard to outcomes provided by the organization. The findings of these studies were mostly mixed and contradictory, and thus the implications were limited. In order to overcome these limitations, recent researchers have more attended procedural justice which organizational members perceive in the processes of diverse organizational decision making, particularly in those of HRM decision making. Both research streams are incorporated in this study in order to examine the probable joint effects of distributive and procedural justice on individuals` attitudes toward their jobs and organizations.