The primary value of the government lies in responding to different requests of people, and the government reform must be in increasing the execution.The execution of organization has been one of the focuses of government and public affair management. Therefore, the execution is bound to the result of effort and job performance the staff invest, and how to optimize the result is still need to rely on the work environment of justice, mutual confidence, and voluntary involvement that the organization created. This paper aimed to explore the relationship between the awareness of organizational justice and the execution by questionnaire survey., and the samples for the quantitative research were the staff of the land administration in Tainan City. The conclusions were that the execution was predicted by the awareness of organizational justice, the awareness of organizational justice had some significant difference in different individual variables of the staff, and the execution had some significant difference in different individual variables of the staff. Finally, based on the results from this paper, the suggestions are made for administration and the following related researches.

People make all sorts of judgements of their life experiences. Some include perceptions of fairness, often about negative events. One such event is organisational downsizing, personally experienced or observed. / Downsizing includes retrenchment, redundancy and redeployment. Its use has become a widespread practice in workplace change. Research into downsizing and fairness has shown that judgements of distributive, procedural and interactional fairness have significant effects on individuals and on the productivity of organisations. Most research into these matters originates in the United States private sector, and is predominantly positivist. Interpretive approaches may give a wider perspective on people's judgements. This study complements and extends the findings of the earlier positivist research. / Semi-structured interviews were conducted with 44 private and public sector individuals. Some of them had themselves been retrenched, made redundant or redeployed; others included their colleagues, managers and union officials. Interviewees were drawn from a bank and a supermarket in the private sector and a government business enterprise (GBE) and 6 government departments in the private sector. There were 25 public sector interviewees who participated with 18 from departments and seven from the GBE. / The results of the interviews give evidence about the importance of several different factors in people's judgements of their downsizing experiences and particularly suggest that a comprehensive management approach that addresses employees' whole of experience fairness judgements is more likely to achieve results that are beneficial to the organisation and the people involved in the downsizing, compared to approaches that refer to stereotyped processes or preconceived principles. The results can also inform employees and their representatives about what might be reasonable expectations of fair treatment at times of organisational change, and can inform policies relating to human resource management standards across government and major corporations. / Thesis (PhD)--University of South Australia, 2006.

People make all sorts of judgements of their life experiences. Some include perceptions of fairness, often about negative events. One such event is organisational downsizing, personally experienced or observed. / Downsizing includes retrenchment, redundancy and redeployment. Its use has become a widespread practice in workplace change. Research into downsizing and fairness has shown that judgements of distributive, procedural and interactional fairness have significant effects on individuals and on the productivity of organisations. Most research into these matters originates in the United States private sector, and is predominantly positivist. Interpretive approaches may give a wider perspective on people's judgements. This study complements and extends the findings of the earlier positivist research. / Semi-structured interviews were conducted with 44 private and public sector individuals. Some of them had themselves been retrenched, made redundant or redeployed; others included their colleagues, managers and union officials. Interviewees were drawn from a bank and a supermarket in the private sector and a government business enterprise (GBE) and 6 government departments in the private sector. There were 25 public sector interviewees who participated with 18 from departments and seven from the GBE. / The results of the interviews give evidence about the importance of several different factors in people's judgements of their downsizing experiences and particularly suggest that a comprehensive management approach that addresses employees' whole of experience fairness judgements is more likely to achieve results that are beneficial to the organisation and the people involved in the downsizing, compared to approaches that refer to stereotyped processes or preconceived principles. The results can also inform employees and their representatives about what might be reasonable expectations of fair treatment at times of organisational change, and can inform policies relating to human resource management standards across government and major corporations. / Thesis (PhD)--University of South Australia, 2006.

Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where no existing measures were found. Hypotheses regarding the influence of distributional, procedural, and interactional justice on knowledge sharing processes were tested using structural equation modeling techniques. Based on the theory of reasoned action, which states that attitudes and subjective norms are the major determinants of a person's intention, the hypotheses examining the relationship between attitude toward knowledge sharing, subjective norm and the intention to share knowledge were supported. However, results did not support the hypothesis exploring the relationship between the organizational climate and the intention to share knowledge. The results show that all three types of justice constructs are statistically significant antecedents of organizational climate and interactional justice is an antecedent of an attitude toward knowledge sharing. The study attempts to merge streams of research from sociology and organizational behavior by investigating organizational justice and knowledge management. It contributes to theory by the development of the survey instrument, comprised of seven constructs that were developed by incorporating multiple theories to address various aspects of knowledge sharing and provide application to practice and research. It is relevant to IT managers who need to know how to design information systems that are most effective in distributing knowledge throughout organizations.

People cope with a variety of hurtful behaviors in the workplace. These actions can have detrimental emotional, relational, and task-related consequences. Forgiveness is one way to cope with these negative consequences. Although previous research examines how immediate situational factors such as offense severity and position in the organizational hierarchy influence the likelihood of practicing forgiveness in the workplace, little research investigates how contextual features such as an organization's conflict ideology shape the likelihood of forgiveness. The purpose of this study is to explore the influence of organizational context on the practice and patterns of forgiveness in the workplace. In particular, this study investigates the relationship between an organization's conflict ideology and employees' coping practices following hurtful events in the workplace. Using three court-based justice models as lenses, this study analyzes the emergence of conflict values, beliefs, norms, and practices in four organizations. This study uses data collected from 103 individual interviews, observational notes, and organizational documents from four organizations to explore the relationship between justice ideologies and the practice and patterns of forgiveness in each organization. Analysis of the data using a modified version of constructive grounded theory indicated the emergence of multiple conflict values, norms, and practices within each organization. These values, norms, and practices reflected features of the court-based legalistic and restorative justice models. The combination of these features suggested the presence of four ideological justice models. Forgiveness emerged most consistently as a coping practice in an organization that emphasized several features of the restorative justice model. Additionally, features of the organizations' justice ideologies influenced patterns of forgiveness. This research suggests that the practice of forgiveness in the workplace is grounded in the organizational context.

Dissertation (Ph. D.)--University of Akron, Dept. of Psychology-Industrial/Organizational Psychology, 2009. / "May, 2009." Title from electronic dissertation title page (viewed 12/2/2009) Advisor, Aaron M. Schmidt; Committee members, Rosalie J. Hall, Paul E. Levy, Yang Lin, Robert G. Lord; Department Chair, Paul E. Levy; Dean of the College, Chand Midha; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.

<p> Organizational justice has received considerable research attention over the past three decades. Most of this attention, however, has focused on examining the relationship between organizational justice and outcome variables such as work attitudes and behaviours. The question of organizational antecedents of organizational justice has not been fully explored. Also, most previous studies have been conducted in western countries. The amount of available research from nonwestern countries is limited. The present study investigates both antecedents and outcomes of organizational justice using a sample of 242 supervisor-subordinate dyads from Chinese organizations. A path model is developed and tested depicting perceived HR practices (empowerment, psychological contract breach, and communication) as antecedents to organizational justice perceptions (distributive, procedural, and interactional), and organizational citizenship behaviour (OCB) and turnover intention as outcomes. The results provide empirical evidence of the impact of: (a) empowerment on distributive justice perceptions; (b) psychological contract breach on distributive and procedural justice; and (c) communication on procedural justice and interactional justice. The results also demonstrate that perceptions of distributive, procedural and interactional justice positively predict OCB and that perceptions of distributive and interactional justice contribute to turnover intention. The theoretical and practical implications of these results are discussed.</p> / Thesis / Doctor of Philosophy (PhD)

This research purpose organizes the fair influence to organizing of the political consciousness in order to probe into, and then deepening test can organize political consciousness because working anxiety and intermediary result to organize cynicism influence the justice of organizing. So, this research is with Ferris et al. (2002) Revise models as basis in political consciousness of organizations put forward. Probe into it after the member realizes the existence which organizes politics, the phenomenon that they will produce ' work anxious '. After using structural equation modeling¡]SEM¡^ to analyze the research data in 2008, provided by Political Perception Research Team, which is led by Prof. Chin-Ming Ho, the new findings include: 1. organize the fair influence for organizing of the political consciousness, construct the surface and appear and shoulder in the ' general political consciousness ' apparently relevantly; On ' keep silent, wait for advantage quietly ' construct surface appear apparent to shoulder relevantly; Appear and shoulder in ' the policy and practice disparity ' apparently relevantly. 2. organize the political consciousness to be anxious and apparent to influence to the work. 3 .organize the political consciousness for organizing the cynicism to be apparent to influence. 4. it is anxious to work and is defeated by fairly influence in organizing. 5. organize the cynicism to defeat by fairly influence in organizing. 6. it is anxious with organizing the cynicism in order to organize the political consciousness and intermediary which the organization promise to change one to work.

Organizational justice literature indicates that high quality relationships will result in more favorable treatment of the individual. However, little has been done regarding how relationships with the supervisor (i.e., ingroup/outgroup identification, leader-member exchange, and guanxi: a Chinese concept for interpersonal relationship) can influence the effects of organizational justice on employees’ job satisfaction, organizational commitment, trust in the supervisor, and trust in the organization. Thus, the first purpose of this dissertation is to examine how different relationships with the supervisor influence the effects of organizational justice on individual and organizational outcomes. Further, most of the current research on organizational justice is done in the U.S. culture. But, there is still doubt that employees recognize principles of justice the same across all cultures, and that organizational justice would have the same consequences on affected employees. The second purpose of my dissertation is to investigate how the relationships between organizational justice and its consequences vary among employees with different cultural values, specifically in the U.S. and China. Finally, I explore the potential three-way interaction of relationships with supervisors, cultural values, and organizational justice on key outcomes. Specifically, I hypothesized that supervisor-subordinate relationships and cultural values will each separately moderate the effects of organizational justice on outcome variables. In addition, I hypothesized that there will be joint moderating effects of supervisor-subordinate relationships and cultural values on the influence of organizational justice. Data were collected from the U.S. and China to test the hypotheses of the present study. Results from hierarchical linear regression showed that only a small percent of hypothesized effects was significant and there was no strong evidence to support hypotheses. However, there were also some interesting results. LMX, guanxi, and ingroup identification all exhibited some extent of moderating roles on the effects of organizational justice, suggesting a multi-dimensional supervisor-subordinate relationship. Cultural values did not show much moderating effects as predicted. Threeway interactions among organizational justice, supervisor-subordinate relationships, and cultural values were more complex and did not show a consistent pattern. Possible explanations for these results and limitations were discussed. Contribution to the literature, practical implications, and future research were also addressed.

The objective of this study is to investigate the relationships among organizational justice, trust, and work performance in Taiwan logistics industry with the usage of structured questionnaire survey to obtain quantitative data for the further analysis. Due to it is the industry of capital intensive and knowledge intensive, logistics must integrate other elements such as information, finance, and human capital and so on to manifest its effectiveness of the connection from supply chain management to customer relationship management. This study takes ¡§organizational justice¡¨ (distributive justice, procedure justice and interactional justice) as self-variable item, ¡§trust¡¨ (colleague trust, supervisor trust and organizational trust) as intermediary variable item, and ¡§work performance¡¨ (task performance and contextual performance) as dependent variable item. The research targets are corporation employees within logistics industry in Taiwan area. The survey research method has been adopted six hundreds of questionnaires have been sent out and receive three hundreds and fourteen valid questionnaires back. The research result shows that: 1. The individual tendency variation does not have significant difference in organizational justice, trust and work performance 2. There is an obvious positive relationship among organizational justice, trust and work performance. 3. Organizational justice has a positive effect on work performance. 4. Supervisor trust and organizational trust have significant effect on work performance and colleague trust does not have significant effect on work performance. 5. Supervisor trust and organizational trust have significant intermediary effect on interactional justice and work performance. 6. Supervisor trust and organizational trust have significant intermediary effect on organizational justice and contextual performance. There is not only a need for a generic theory development of logistics management, but further discussion of relationship among organizational justice, trust and work performance with the incorporation of human resource.