<p>Ett högt ohälsotal i arbetslivet innebär stora kostnader för samhället, arbetsgivare och även för de anställda. Forskningen inom detta område har flyttat fokus från att studera ohälsa till att istället studera hälsa och vilka faktorer som befrämjar hälsa i arbetslivet, de så kallade friskfaktorerna. Föreliggande studies övergripande syfte var att studera om upplevelsen av organisationsrättvisa och personlighets¬faktorn work locus of control predicerar upplevd hälsa hos kollektivanställda män och kvinnor. Studien genomfördes utifrån ett kvantitativt perspektiv med 103 deltagare som besvarade en enkät. Svarsfrekvensen var 22,5 % och resultatet visade att work locus of control predicerar upplevd hälsa för männen och procedural rättvisa predicerar upplevd hälsa för kvinnorna. Studien fann i övrigt inte några könsskillnader i undersökta variabler.</p><p>Keywords: occupational health, organizational justice, work locus of control, gender.</p>

Ett högt ohälsotal i arbetslivet innebär stora kostnader för samhället, arbetsgivare och även för de anställda. Forskningen inom detta område har flyttat fokus från att studera ohälsa till att istället studera hälsa och vilka faktorer som befrämjar hälsa i arbetslivet, de så kallade friskfaktorerna. Föreliggande studies övergripande syfte var att studera om upplevelsen av organisationsrättvisa och personlighets¬faktorn work locus of control predicerar upplevd hälsa hos kollektivanställda män och kvinnor. Studien genomfördes utifrån ett kvantitativt perspektiv med 103 deltagare som besvarade en enkät. Svarsfrekvensen var 22,5 % och resultatet visade att work locus of control predicerar upplevd hälsa för männen och procedural rättvisa predicerar upplevd hälsa för kvinnorna. Studien fann i övrigt inte några könsskillnader i undersökta variabler. Keywords: occupational health, organizational justice, work locus of control, gender.

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In this age of variation and renovation, enterprise internationalization dominates the competition of enterprises. Confronted by keen competition, pursuing of sustainable management and development and promoting competitive superiority, the enterprises often adopt human resource management to inspire employees with hope to achieve and exceed the expectation of the organization. However, performance appraisal and compensation system are highly valued by the employees in human resource management. As for compensation system, the employees would measure the difference between what they actually acquire and what they expect to acquire and react on how much they identify with the organization and on their performance as well. This research aims at understanding how the below factors, performance appraisal cognition, compensation system cognition and personality traits influence the organizational commitment under the mediating effect of organizational justice. A questionnaire investigation was adopted in this research. Accessible population targeted on companies defined as honorary trainers of SMEs by Small and Medium Enterprise Administration in Ministry of Economic Affairs. Totally there are 500 questionnaires sent out of which 236 samples are retrieved. Weeding out 6 shares of ineffective ones without complete filling-in, there are 230 effective samples. Exploratory factor analysis, multiple regression analysis and path analysis methods are applied in the analysis and the result is as the following: 1¡BAmong performance appraisal cognition, compensation system cognition and organizational justice presents positive influence. 2¡BBetween organizational justice and organizational commitment presents positive influence. 3¡BBetween performance appraisal cognition and organizational commitment presents positive influence. 4¡BBetween compensation system cognition and organizational commitment presents positive influence. 5¡BIn addition to direct positive influence on organizational commitment, performance appraisal cognition also affects it via mediating effect of organizational justice. 6¡BIn addition to direct positive influence on organizational commitment, compensation system cognition also affects it via mediating effect of organizational justice.

Previous investigations regarding the health- and wellbeing-related outcomes of performance-based pay systems have been scarce and ambiguous so far. Considering the huge economic and organizational impact of stress-related health problems, it is important to further investigate this relation, including the impact of different variables that can help to explain the variation in the relationship between performance-based pay and job strain. The main purpose of this study is to challenge the research gap and to understand the effect of organizational justice and job control on the relation between performance-based pay and job satisfaction and stress. A quantitative research method in form of a survey is applied. To test the structural model and its hypotheses, the study uses an approach to partial least squares path modeling (PLS). The main results have shown that organizational justice moderates the relation between performance-based pay and stress. Moreover, performance-based pay increases job satisfaction when employees perceive high job control. It is furthermore revealed that gender, family responsibilities, experience and the type of performance evaluation can have an impact on the relationship as well. The study has contributed to fill the research gap above and has provided new, theoretical insight. Managers are recommended to provide organizational justice and to ensure high autonomy for employees. Instead of applying “one size fits all” solutions, managers should take demographic, organizational and situational factors into account when designing the compensation scheme.

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.

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.

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