华东经济管理
華東經濟管理
화동경제관리
East China Economic Management
2014年
5期
123~128
,共null页
组织公民行为 薪酬分配公平 价值认同 调节作用
組織公民行為 薪酬分配公平 價值認同 調節作用
조직공민행위 신수분배공평 개치인동 조절작용
organizational citizenship behavior; pay distribution-fairness; value alignment; moderation
薪酬管理的公平始于对组织分配公平的研究,文章具体考察了薪酬分配公平分别对于指向个体的与指向组织的公民行为的影响作用,并从价值观契合的理论视角解释了员工对组织的价值认同对其组织公民行为所产生的影响,并在此基础上进一步构建了价值认同对薪酬分配公平感与组织公民行为之间关系的调节效应模型。拳研究的结果表明,薪酬分配公平与组织公民行为(包括指向个体的与指向组织的)都具有显著的正相关关系,而且员工个体对组织的价值认同能够负向调节这二者之间的关系,降低由于薪酬分配不公平所导致的组织公民行为投入减少的负面效果。依据研究结果,指出未来的薪酬管理实践可以通过改善员工对组织价值观的认同状态,以使组织得到期望的产出。
薪酬管理的公平始于對組織分配公平的研究,文章具體攷察瞭薪酬分配公平分彆對于指嚮箇體的與指嚮組織的公民行為的影響作用,併從價值觀契閤的理論視角解釋瞭員工對組織的價值認同對其組織公民行為所產生的影響,併在此基礎上進一步構建瞭價值認同對薪酬分配公平感與組織公民行為之間關繫的調節效應模型。拳研究的結果錶明,薪酬分配公平與組織公民行為(包括指嚮箇體的與指嚮組織的)都具有顯著的正相關關繫,而且員工箇體對組織的價值認同能夠負嚮調節這二者之間的關繫,降低由于薪酬分配不公平所導緻的組織公民行為投入減少的負麵效果。依據研究結果,指齣未來的薪酬管理實踐可以通過改善員工對組織價值觀的認同狀態,以使組織得到期望的產齣。
신수관리적공평시우대조직분배공평적연구,문장구체고찰료신수분배공평분별대우지향개체적여지향조직적공민행위적영향작용,병종개치관계합적이론시각해석료원공대조직적개치인동대기조직공민행위소산생적영향,병재차기출상진일보구건료개치인동대신수분배공평감여조직공민행위지간관계적조절효응모형。권연구적결과표명,신수분배공평여조직공민행위(포괄지향개체적여지향조직적)도구유현저적정상관관계,이차원공개체대조직적개치인동능구부향조절저이자지간적관계,강저유우신수분배불공평소도치적조직공민행위투입감소적부면효과。의거연구결과,지출미래적신수관리실천가이통과개선원공대조직개치관적인동상태,이사조직득도기망적산출。
The fairness of compensation management began with the study of fair distribution of organization. This study investigated effects of pay distribution-fairness on organizational citizenship behavior directed to individuals and organization in more detail. From the theoretical perspective of value alignment, it attempted to explain the impact of employees' value alignment on organizational eitizenship behavior, which led to the foundation of a moderation model of value alignment on the relationship between pay distribution-fairness and organizational citizenship behavior. The results showed that pay distribulion-justice of employees had a significantly positive relationship with organizational citizenship behavior directed to both individuals and orga nization. Moreover, value alignment as a moderator reduced the effects of low distribution-fairness on organizational citizen ship behavior. Based on the conclusions, the paper puts forward that fi2ture compensation management practices should im prove staff's recognition on organizational value in order to get desired outeomes.