The Influence of Employee Perceived Organizational Justice on Organizational Commitment to Employees in Companies with Integration of Sponsorship

• Main Authors: Yung-Hua Chu, 朱詠華
• Other Authors: Hung-Hui Li
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/66987094616629889417

碩士 === 元智大學 === 經營管理碩士在職專班 === 99 === This study is to examine the influence of employee perceived organizational justice on organizational commitment to employees in companies with integration of sponsorship. So far most papers mainly focus their research subjects either on all employees, i.e., regardless of industry or department sectors, or on those in certain sectors. With the different examination than any other previous studies on the relationship between employees perceived organizational justice and organizational commitment, this study relatively and deeply focuses research dimensions on employees in direct department (such as Production Department) and indirect department (such as Sales Department), and its impact on organizational commitment. Based on a statistical analysis from research questionnaires taken by 194 employees currently working in a company with integration of sponsorship, research results are revealed as follows: 1). There is solely a cognitive difference on distribution justice between employees in direct and indirect sectors; 2). Employees in director sectors mostly emphasize on workload justice; 3). Employees in indirect sectors take importance more often on compensation justice and personal properties their perceived procedure justice; 4). For employees, the stronger perceived organizational justice, the higher organizational commitment. Moreover, there is no significant difference among dimensions of organizational justice on employees in direct sectors; however, organizational commitment would be relatively promoted if any perceived organizational justice is advanced. As a result, while conducting management systems related to organizational justice, the enterprises should align management strategies on contribution justice and procedure justice with a clear performance appraisal systems as well as communication channels; supervisors should take the initiative in concerning and communicating with employees so as to further enhance organizational commitment on staff. Finally, the perceived organizational justice to employees in indirect departments would be enhanced if reasonable workload distribution, salary system, and appropriate and practical working resources could be given and employed.