人際公平和信息公平對員工績效影響的機制研究

Abstract

Researchers have found that organizational justice was positively correlated with employee’s performance (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). When perceiving organizational justice, employees will consider the allocation of organizational resources (distributive justice), the procedures used in an organization (procedural justice), the interpersonal treatment (interpersonal justice) and the adequacy of the information provided to employees (informational justice). Much of the early justice research focused on distributive and procedural justice, few research focused on interpersonal and informational justice. Based on the social exchange theory, the present paper proposed the model of effects of interpersonal and informational justice on employees’ performance, which can enrich the field of organizational justice and provide suggestions to improve employees’ performance.

The present research includes three components: (1) the influence of interpersonal and informational justice on employees’ performance; (2) the mediated role of employees’ cognitive and affective trust on their supervisor in the influence of interpersonal and informational justice on employees’ performance; (3) the moderated role of supervisors’ political skills in the influence of interpersonal and informational justice on employees’ trust on their supervisors.

Based on longitudinal design and dyadic sampling (439 employees and 96 supervisors), a 3-wave survey was implemented, with one month interval between every two surveys. Results showed that (1) interpersonal / informational justice was positively correlated with employees’ performance; (2) interpersonal justice was positively correlated with employees’ cognitive / affective trust on their supervisor, while informational justice only correlated with cognitive trust on their supervisor; (3) the relation between cognitive trust and informational justice is stronger than that between cognitive trust and interpersonal justice, while the relation between affective trust and interpersonal justice is stronger than that between affective trust and informational justice; (4) both cognitive and affective trust are positively correlated with employees’ performance; (5) cognitive trust completely mediated the effect of informational justice on employees’ performance and partially mediated the effect of interpersonal justice on employees’ performance, while affective trust only partially mediated the effect of interpersonal justice on performance; (6) the relation between informational justice and cognitive trust/ affective trust was positively moderated by supervisors’ political skill, while the relation between interpersonal justice and cognitive trust/ affective trust was negatively moderated by supervisors’ political skill.

The theoretical contributions of the present paper include : (1) it showed the necessary to differentiate the informational justice and interpersonal justice, for example, the relationship between cognitive trust and informational justice is stronger than that between cognitive trust and interpersonal justice, while the relationship between affective trust and interpersonal justice is stronger than that between affective trust and informational justice; (2) it explored the different mechanism of how the informational and interpersonal justice influence employees’ performance. For example, cognitive trust mediated the effect of informational /interpersonal justice on employees’ performance, while affective trust only mediated the effect of interpersonal justice on performance; the relationship between informational justice and cognitive trust/ affective trust was positively moderated by supervisors’ political skill, while the relationship between interpersonal justice and cognitive trust/ affective trust was negatively moderated by supervisors’ political skill.

The practical contributions of the present paper are that it let leaders know that (1) informational justice is different from interpersonal justice, and they have different influences on employees’ job performance, so leaders can improve employees’ job performance by improve informational and interpersonal justice; (2) employees’ trust on their supervisors plays important role in the effects of informational / interpersonal justice on employees’ job performance, so leaders can improve employees’ trust by strengthening the communicational and interpersonal interaction; (3) leaders’ political skill plays important role in the relationship between organizational justice and employees’ trust in leader.