| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所 === 95 === Organizational justice is a main issue in organizational behavior field. Some researches indicate that justice is the most important factor which affects employees’ behavior and reaction to an organization. Organizational justice is composed of distributive justice, procedural justice, and interactional justice; organizational justice significantly affects organizational commitment, work satisfaction, intention to leave, organizational performance, and organizational citizenship behavior.
《CommonWealth Magazine》continuously publishes issues about top 1000 enterprises in Taiwan in different industries. And what is the benefit of perceived external prestige (PEP) to organizations? In terms of benefit to human resource management, researchers supported that PEP had a positive effect on personnel recruiting in an organization, as well as on organizational identity and organizational commitment. Therefore, this research is intended to realize the relationship among organizational justice, PEP, and organizational commitment.
The results of this research support that
1. Distributive justice, procedural justice, and interactional justice have a significantly positive effect on PEP.
2. Distributive justice and procedural justice have a significantly positive effect on organizational commitment.
3. Procedural justice has greater effect on organizational commitment than distributive justice.
4. The interaction between distributive and procedural justice has effect on organizational commitment.
5. PEP has a positive effect on organizational commitment.
6. The effect of PEP on organizational commitment in marketing and purchasing department is larger than in non-marketing and non-purchasing department.
7. PEP serves a partial mediator in the relationship between organizational justice and organizational commitment. In this way, the effect of organizational justice to organizational commitment would be enhanced whiling adding PEP. Procedural justice has the largest total effect on organizational commitment, and followed by the PEP.
We suggest the case company to enhance procedural justice first, as well as PEP at the same time because when the two components are existent at the same time, both of them will have a multiplying effect on organizational commitment. Case company can enhance PEP internally through organizational justice. Besides, case company can also enhance PEP directly through capability of higher level management, capability of innovation, capability of attracting appliers, and whole organizational reputation.
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