東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Fairness in Chinese organizations.

Liang, Kai-Guang.

FindBook

Google Book

Amazon

博客來

Fairness in Chinese organizations.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Fairness in Chinese organizations./
作者:	Liang, Kai-Guang.
面頁冊數:	107 p.
附註:	Source: Dissertation Abstracts International, Volume: 60-11, Section: B, page: 5818.
Contained By:	Dissertation Abstracts International60-11B.
標題:	Occupational psychology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9949829
ISBN:	9780599525030

Fairness in Chinese organizations.
Liang, Kai-Guang.

Fairness in Chinese organizations. - 107 p.

Source: Dissertation Abstracts International, Volume: 60-11, Section: B, page: 5818.

Thesis (Ph.D.)--Old Dominion University, 1999.

This item must not be sold to any third party vendors.

This study examined the roles of organizational justice and individual cultural characteristics in affecting employees' work attitudes and behaviors, in particular, the contextual aspect of job performance in Chinese organizations. Data were collected from 232 employee-supervisor dyads in three Sino-western joint ventures in the People's Republic of China. Results indicated that distributive justice had a significant impact on one dimension of contextual job performance, i.e., interpersonal facilitation, and various attitudinal outcomes, such as job satisfaction, pay satisfaction, affective commitment and turnover intention. Among the three procedural justice variables (participation at company level, participation at job level, and appeal mechanism) examined, only participation at company level was found to have a significant but less powerful effect on one of the attitudinal outcomes, affective commitment. None of the three procedural justice variables had a significantly positive impact on contextual performance. Contrary to the hypothesis, participation at company level was found to have a negative effect on supporting organization. Collectivism was found to have a negative impact on contextual performance; its level did not moderate the relationship between justice and contextual performance. Finally, the results provided some support for the hypothesis that power distance moderated procedural justice-outcome relationships. Specifically, the results showed that, for people with high power distance, participation (either at company policy making level and daily work activity level) tended to negatively correlate with such job behaviors as task performance and job initiative. In contrast, for people with low power distance values, participation had a small and positive correlation with task performance and job initiative.

ISBN: 9780599525030Subjects--Topical Terms:

2122852
Occupational psychology.

Fairness in Chinese organizations.
LDR:02845nmm a2200301 4500 001 2060164
005 20150917133432.5
008 170521s1999 ||||||||||||||||| ||eng d
020 $a 9780599525030
035 $a (MiAaPQ)AAI9949829
035 $a AAI9949829
040 $a MiAaPQ $c MiAaPQ
100 1 $a Liang, Kai-Guang. $3 3174309
245 1 0 $a Fairness in Chinese organizations.
300 $a 107 p.
500 $a Source: Dissertation Abstracts International, Volume: 60-11, Section: B, page: 5818.
500 $a Director: Donald D. Davis.
502 $a Thesis (Ph.D.)--Old Dominion University, 1999.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a This study examined the roles of organizational justice and individual cultural characteristics in affecting employees' work attitudes and behaviors, in particular, the contextual aspect of job performance in Chinese organizations. Data were collected from 232 employee-supervisor dyads in three Sino-western joint ventures in the People's Republic of China. Results indicated that distributive justice had a significant impact on one dimension of contextual job performance, i.e., interpersonal facilitation, and various attitudinal outcomes, such as job satisfaction, pay satisfaction, affective commitment and turnover intention. Among the three procedural justice variables (participation at company level, participation at job level, and appeal mechanism) examined, only participation at company level was found to have a significant but less powerful effect on one of the attitudinal outcomes, affective commitment. None of the three procedural justice variables had a significantly positive impact on contextual performance. Contrary to the hypothesis, participation at company level was found to have a negative effect on supporting organization. Collectivism was found to have a negative impact on contextual performance; its level did not moderate the relationship between justice and contextual performance. Finally, the results provided some support for the hypothesis that power distance moderated procedural justice-outcome relationships. Specifically, the results showed that, for people with high power distance, participation (either at company policy making level and daily work activity level) tended to negatively correlate with such job behaviors as task performance and job initiative. In contrast, for people with low power distance values, participation had a small and positive correlation with task performance and job initiative.
590 $a School code: 0418.
650 4 $a Occupational psychology. $3 2122852
650 4 $a Management. $3 516664
690 $a 0624
690 $a 0454
710 2 $a Old Dominion University. $3 1020684
773 0 $t Dissertation Abstracts International $g 60-11B.
790 $a 0418
791 $a Ph.D.
792 $a 1999
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9949829