員工知覺組織公平對於廠辦合一員工的組織承諾之影響

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

朱詠華(Yung-Hua Chu)

指導教授 ： 李弘暉

元智大學/管理學院/管理碩士在職專班/碩士(2011年)

https://doi.org/10.6838/YZU.2011.00216

摘要

本論文研製之員工知覺組織公平對於廠辦合一員工的組織承諾之影響，與以往針對員工所知覺的組織公平與組織承諾之相關研究不同處是，目前大多數的研究對象為不論部門、產業別之員工，或是僅針對某一部門、產業別進行研究；本研究在參考相關研究後，深入探討並比較直接部門(如生產部門)與間接部門(如業務)的員工各自所注重的組織公平構面，及其對於組織承諾的影響。
針對目前就職於廠辦合一型公司的194位員工的問卷資料進行統計分析之結果為：1).直接部門與間接部門員工僅在分配公平認知上有差異、2).直接部門員工最重視的是工作負荷公平、3).間接部門員工最重視的是薪資公平且個人屬性會影響其程序公平感、員工對於組織公平感較高時組織承諾亦較高。
另外，由研究結果中亦得知，因直接部門員工的各組織公平構面並無顯著差異，但若提升其任一組織公平感時，其組織承諾也相對會提升。所以，企業在組織公平相關的管理或制度上，除了要注意分配公平與程序公平外，更需要搭配透明的績效評核制度、溝通管道，及主動關心員工、適度的讓員工參與並了解，以提升員工的組織承諾；最後，搭配合理的工作負荷分配、薪資制度以及提供適當且合用的工作資源，皆能提升間接部門員工的組織公平感。

關鍵字

廠辦合一 ； 員工知覺 ； 組織公平 ； 組織承諾

並列摘要

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.

並列關鍵字

integration of sponsorship ； employee perception ； organizational justice ； organizational commitment

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