Human resource is an important resource to achieve organizational mission (McGregor, 1960). The impact of strong competition, dramatic changes in the external environment, the business enterprise has a certain degree of impact and influence. How to operate with sustainability in this changeable environment of intense competition would be the prior goal that a firm is pursuing. Under the context of rapidly-changing industrial paradigm, leaders face the critical issue of how to attract excellent employees and keep them dramatically influences the competitiveness of the company. The purpose of this study was to investigate the relationships among leadership style, work motivation, and job involvement, and also use the oranizational justice as a moderator. This research tries to find out the moderating effect of organizational justice on work motivation and job involvement. This research targeted the top 1000 companies in manufacturing industry and top 500 companies in service industry which were according to the year 2008 ranking of the Common Wealth Magazine, of that, 417 valid samples were returned. The study adopts the following statistical analysis techniques: The confirmatory factor analysis (CFA), the reliability analysis, the descriptive statistics, the independent t-test, the one-way ANOVA, the correlation analysis, and the hierarchical regression analysis. The finding were as follows. 1. Both transformational and transactional leaderships show significant positive effects on the extrinsic motivation. 2. Both transformational and transactional leaderships show significant positive effects on the intrinsic motivation. 3. The extrinsic motivation shows significant positive effects on the job involvement; but the intrinsic motivation shows no effect on the job involvement. 4. Both transformational and transactional leaderships show positive effects on the job involvement. 5. The extrinsic motivation has mediated effect between leadership style and job involvement. 6. The procedure justice has moderated effect between intrinsic motivation and job involvement. This study concludes by discussing for the implications of major findings, which would be a reference to the academy and industries, and make suggestions for further studies.

The introduction of a new appraisal system has been seen as a common practice for firms to map its strategic goals and organizational objectives. Such a practice can be seen as a kind of organizational change. Previous studies on the introduction of new appraisal system tend to adopt a cross-sectional approach to examine the effect of the new appraisal system from various dimensions. In the mean time, how the new appraisal system is forming and how the member of organizations affect the shaping of the appraisal system are basically neglected. In order to fill this gap, this research adopted a longitudinal perspective to examine how a sub-business unit (SBU) of L Company introduced a new appraisal system. We particularly concerns how this new appraisal system is shaping, why the leader of this SBU introduced a new appraisal system, how employees react to the introduction of this new system, how leaders and employees perceive the change of the appraisal system. A grounded approach was implemented to explore the introduction process of this new appraisal system. Action research was used as the main research method. Information was collected from the participation of the introduction of the new appraisal system based on interview, observation, field log, and internal data of the firm. In this study, we find that the introduction of new appraisal system was driven by the change of external environment and the motivation of the leader of the SBU. Additionally, employees would resist the change of the new appraisal system. Such a resistance was caused by the change of routine, the perception of the reasonability and the sense of equities. The new appraisal system, in essence, was the outcome of the communication between the leader and the employees of this SBU. At last, leader and employees viewed appraisal system differently. The leader saw the new appraisal system as a means to realize strategies, while employees tended to perceive the change of appraisal system as a punishment.

Abstract: Among public tax authorities, in addition to economic booming, the work performance of tax collector is the major point of deciding the variation of tax collection. Whether a tax collector shows his organizational citizenship behavior is the key resource of edge in public organizational competition. The effect on the members¡¦ metal sense and their own working attitudes enable the encouragement of these members¡¦ organizational citizenship behavior to render the first business of managers. Many studies discover that a tax collector acknowledges the organizational justice can influence both individual and organizational results, as well as the performance of the trust in their superiors and colleagues or organizational citizenship behavior. This research probes into related document, and construes a tax collector¡¦s mental sense with organizational justice to construct a theoretical model with the research ideas, such as trust and organizational citizenship behavior, taking Ministry of Finance, National Tax Bureau of Kaohsiung City as research subjects, furthermore to take organizational equity (including distributional equity, procedure equity) as self-variable item, trust (including trust to superior and colleagues) as intermediary variation, organizational citizenship behavior (including justice, helping colleagues, no producing quarrels or pursuit of fame, obey the rule and solid, identifying the organizations) as variable item to discuss the correlation and effect among individual tendency variation, organizational justice, trust and organizational citizenship behavior in order to offer references for public resource development, and further upgrade the service efficiency of public servants. This research has handed out 707 questionnaires with 415 effective copies, and through the statistical analysis, such as Independent test, One-way ANVOVA, Person Correlation Analysis, and Hierarchical Multiple Regression , we get the significant discoveries as follows: 1. It presents a direct relation and influence on each dimension of organizational equity, trust and organizational civil behavior. 2. Public servant¡¦s characteristics, such as sex, marriage, age, seniority, and education degree and director levels, influence obviously distributional justice of organizational justice, procedural justice, trust and organizational civil behavior. 3. Through level multiple regression analysis, trust holds a media relation toward organizational justice and organizational civil behavior, that is, the organizational justice factor indeed influences organizational civil behavior through the intermediary of trust. Based on reality prove that when a public servant put more emphasis on a tax collector and reaches a status of fair distribution, a tax collector senses the trust toward public institute and furthermore perform organizational civil behavior. This research suggests to enhance the interaction between directors and employees, establish effective questioning authority system, value on just promotional and rewarding systems, advocate the achievement evaluation of interactive fair OCB (Organizational Civil Behavior), etc.

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 112-123).

This dissertation evaluates a model linking intraunit justice climate to outcome variables (team performance, unit-level citizenship behavior, and satisfaction with teammates) through the mediating role of teamwork quality. Intraunit justice climate (IJC) is defined as the shared perception that team members treat each other fairly. IJC includes three dimensions: distributive, procedural, and interactional justice. Distributive IJC refers to the extent to which team members receive what they deserve based on their contribution. Procedural IJC refers to the extent to which team members use fair procedures in the decision making process in the team. Interactional IJC refers to the extent to which team members treat each other fairly interpersonally. In this dissertation, I argue that a high level of IJC may influence the pattern and quality of interaction among team members (teamwork quality), which in turn may influence team outcomes. This model was tested in a longitudinal study using 164 undergraduate project teams (N = 570). Participants responded to three surveys (each separated by four weeks) which assessed IJC (Time I), teamwork quality (Time II), unit-level citizenship behavior, and satisfaction with teammates (Time III). I also obtained team project grades as an indicator of team performance. Results of the study indicate that teamwork quality mediated the relationship between two dimensions of intraunit justice climate: distributive and procedural IJC, and indicators of team effectiveness: unit-level citizenship behavior and satisfaction with teammates. Theoretical and practical implications of these findings and directions for future research are discussed.

Several recent chapters (Gilliland & Schepers, 2003; Skarlicki & Folger, 2001) have focused on an interesting question: If certain behaviors are perceived as fair or unfair, what antecedents lead to these fair or unfair behaviors? Gilliland and Schepers identify multiple antecedents, including organizational norms. This research examines how norms promote fair or unfair procedural behavior as defined by procedural fairness rules (ref. Leventhal, 1980). Drawing on recent social psychological work on norms by Cialdini and colleagues (for a review see Cialdini & Trost, 1998), the current research distinguishes between two norm elements: descriptive norms (i.e., what others actually are doing) and injunctive norms (i.e., what others believe an individual should be doing). A computerized performance allocation decision task was created to assess individuals' actual behavior in two studies. In each study participants were given normative information and then asked to complete four blocks of the allocation task. From computer-recorded data, measures of behavioral fairness were derived and a post-task survey elicited participants' self-perceived fairness: Both sets of fairness measures were used as dependent variables.Study 1 focused on descriptive norms and tested a prediction derived from Cialdini et al.'s (1990) work on norm salience theory: This theory suggests that the more salient a norm is, the greater an impact it will have. Study 2 also included descriptive norm element conditions, but focused too on the individual who was the source of the injunctive norm. Overall, results of these studies suggest that, at least for behavioral accuracy, norms do impact individuals' fair behavior. However, analyses of behavior and self-perception measures of fairness suggest that further refinement of behavioral measures and more research on the intersection of fairness and norms are required.

Drawing on prior research from several areas of psychology, I predicted that different forms of organizational justice would predict counterproductive work behaviour (CWB) depending on employees’ age. In particular, I predicted that distributive justice would be associated with CWB more so for younger than older employees, whereas interactional justice would be associated with CWB more so for older than younger employees. In an initial study, 192 employees completed an online survey which assessed the focal variables. Hierarchical regression analysis revealed the two predicted 2-way interactions. The findings are in line with aging research suggesting that, whereas younger people are more motivated by instrumental concerns, relational concerns become more salient as they age. The results have important implications for research on justice and CWB, and they extend basic research on human aging to an applied context.

Thesis (Ph.D.)--Ohio State University, 2005. / Title from first page of PDF file. Document formatted into pages; contains xiii, 203 p.; also includes graphics. Includes bibliographical references (p. 188-203). Available online via OhioLINK's ETD Center

Thesis (Ph.D.)--Victoria University (Melbourne, Vic.), 2009.

Thesis (M.Psych.Org.) - University of Queensland, 2007. / Includes bibliography.