A Study on Relationship Between Categories of HRM Mechanisms And Employee’s Occupational Performance - In Approach of Organizational Justice

• Main Authors: Chen, Chien-Hao, 陳健豪
• Other Authors: Wu, Bing-Eng
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/51151291906813362120

碩士 === 輔仁大學 === 管理學研究所 === 91 === As a mechanism of managing people, HRM assists operation and stimulates the performance through a formal system. It also modifies employee’s attitude and behavior by affecting people’s perception of system. Present study discusses how mechanism affects perception and how the relationship between the affection and following behavior. In a perspective of contract theory, HRM mechanism represents the “investment - return” relation between an organization and its employees. The relationship includes a formal employment contract and an informal psychological contract, while the psychological contract contains the organization’s will to invest employee and organization’s expectation of employee’s return. The psychological contract affects the employment contract directly. What the present study wants to do is to investigate how employee perceives HRM mechanism and how the perception affects employee’s occupational performance. Among 1000 best enterprises in 2001, 250 companies with capital over NT$ 1 billion and employees over 500 people in electronic and information manufacturers were selected as the samples. The questionnaires are mailed to all the chosen companies to investigate employee’s justice perception and occupational behavior. There are 1250 questionnaires totally sent while 5 copies for each company. There are 229 questionnaires returned effectively, and the effectiveness ratio is 18.77%. The outcome of the research shows that there is no direct relation between HRM mechanism and occupational performance, which can be only discussed through the affection of perceived organizational justice. Besides, employee’s justice perception on HRM mechanism has a significant positive relationship with employee’s innovation, organizational commitment, organizational citizenship behavior and job satisfaction. The perception has a significant negative relationship with employee’s turnover intention. Further, whether people understand how the outcome of distribution go, the procedural justice of HRM mechanism has a great impact on individual attitude and behavior. This conclusion suggests that only if employees feel fair on the adopted HRM mechanism, they can easily perform positive occupational behavior.