), 高记, 王云峰 河北工业大学经济管理学院, 天津 300401
收稿日期:2019-01-29出版日期:2020-02-15发布日期:2019-12-25通讯作者:张晓怿E-mail:hebutjason@sina.com基金资助:* 国家社会科学基金青年项目资助(16CSH010)Organizational justice climate: A review of theory, perspective and framwork
ZHANG Xiaoyi(), GAO Ji, WANG Yunfeng School of Economics and Management, Hebei University of Technology, Tianjin 300401, China
Received:2019-01-29Online:2020-02-15Published:2019-12-25Contact:ZHANG Xiaoyi E-mail:hebutjason@sina.com摘要/Abstract
摘要： 组织公正是员工对工作场所公正环境的心理感知, 研究层面有个体与群体之分。以往研究多集中在个体层面, 以致研究结果缺乏对群体现象的有效解释。进入新世纪****们开始关注群体层面的公正氛围研究, 并在理论和实证方面取得了较大突破。通过回顾相关研究可以发现：(1)在理论机制上, 公正氛围的形成可以通过社会信息加工理论、吸引-选择-磨合模型、公正传染概念和公正启发理论来解释; (2)在研究视角上, 主要存在维度视角、整体视角、感知来源视角、氛围属性视角和第三方视角; (3)在研究主题上, 主要涉及领导、团队和组织三方面对公正氛围的影响, 以及公正氛围对个体、团队和组织三个层面的影响效果。未来研究可着重从多种领导行为对不同公正氛围影响的比较、其他领导因素对公正氛围的影响、不同公正氛围对结果变量影响的比较、新视角公正氛围测量方法的尝试, 以及文化因素对公正氛围的影响研究等方面入手。
图/表 2
表1公正氛围代表性量表
| 引用文献 | 公正氛围类型/感知来源 | 基础公正 感知量表 | 公正氛围典型题目 | 数据聚合 方式 |
|---|---|---|---|---|
| 程序 | 工作组的员工们认为工作组作出决定时能够遵循一致的规则和程序。 | 参照点转换 | ||
| 程序 | 部门的奖励政策在执行过程中公正无偏。 | 参照点转换 | ||
| 程序、信息、人际(分基于组织和基于 主管) | Byrne (1999) | 基于组织的程序：我认为组织的程序和政策非常公正; 信息：我能够及时了解组织发生的变革及其原因; 人际：组织对我非常尊重。基于主管的程序：我认为主管的程序和政策非常公正; 信息：我能够及时了解主管作出的政策改变及其原因; 人际：主管对我非常尊重。 | 直接一致性 | |
| 分配、程序、交互 | 程序：在有关薪酬政策的制定和执行过程我能表达自己的建议和感受。分配：我的薪酬反映了我在工作中所付出的努力。交互：我的主管领导对我很礼貌。 | 直接一致性 | ||
| 整体 | Shaw (2005) | 组织对员工自身：整体来说, 组织对我很公正。 组织对全体员工：大多数情况下, 组织对员工们很公正。 | 直接一致性 参照点转换 | |
| 同事(程序、人际) | Leventha (1976); Donovan等(1998) | 同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。 | 参照点转换 | |
| 程序 | 领导能确保所有员工都能参与到工作决定中来。 | 参照点转换 | ||
| 同事(分配、程序、人际) | 同事分配：同事们所得的报酬反映了他们在工作中的付出。同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。 | 参照点转换 |
表1公正氛围代表性量表
| 引用文献 | 公正氛围类型/感知来源 | 基础公正 感知量表 | 公正氛围典型题目 | 数据聚合 方式 |
|---|---|---|---|---|
| 程序 | 工作组的员工们认为工作组作出决定时能够遵循一致的规则和程序。 | 参照点转换 | ||
| 程序 | 部门的奖励政策在执行过程中公正无偏。 | 参照点转换 | ||
| 程序、信息、人际(分基于组织和基于 主管) | Byrne (1999) | 基于组织的程序：我认为组织的程序和政策非常公正; 信息：我能够及时了解组织发生的变革及其原因; 人际：组织对我非常尊重。基于主管的程序：我认为主管的程序和政策非常公正; 信息：我能够及时了解主管作出的政策改变及其原因; 人际：主管对我非常尊重。 | 直接一致性 | |
| 分配、程序、交互 | 程序：在有关薪酬政策的制定和执行过程我能表达自己的建议和感受。分配：我的薪酬反映了我在工作中所付出的努力。交互：我的主管领导对我很礼貌。 | 直接一致性 | ||
| 整体 | Shaw (2005) | 组织对员工自身：整体来说, 组织对我很公正。 组织对全体员工：大多数情况下, 组织对员工们很公正。 | 直接一致性 参照点转换 | |
| 同事(程序、人际) | Leventha (1976); Donovan等(1998) | 同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。 | 参照点转换 | |
| 程序 | 领导能确保所有员工都能参与到工作决定中来。 | 参照点转换 | ||
| 同事(分配、程序、人际) | 同事分配：同事们所得的报酬反映了他们在工作中的付出。同事程序：同事们能够在团队就决定中表达他们自己的观点和感受。同事人际：同事们经常相互轻视(反向问题)。 | 参照点转换 |
图1公正氛围实证研究汇总模型(根据相关文献整理)
图1公正氛围实证研究汇总模型(根据相关文献整理)参考文献 95
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