民营科技企业员工组织公平对工作绩效与离职倾向影响研究
|
摘要
组织公平(Organizational Justice)理论多年来一直是研究者们关注的焦点。国内外研究者在经过多年的探讨研究后,已经在组织公平的内涵和维度理论方面取得了大量研究成果,对其影响变量和影响机制也有了较深入的认识。大量研究与分析表明,组织公平能够有效地影响员工的组织态度和组织行为,组织公平有助于提高员工的工作绩效并降低员工的离职行为。然而,现有的关于组织公平对员工工作绩效和离职倾向的影响研究还存在不足之处。一方面,研究者们关于组织公平各个维度对工作绩效和离职倾向影响的研究结论并不统一,关于组织公平对工作绩效和离职倾向的影响机制还没有达成共识。这种影响究竟是直接作用还是通过中介变量间接影响,抑或两种影响方式都存在,是否存在调节变量,都是值得深入探讨的问题。另一方面,现有研究也没有针对不同的文化背景和行业类型对研究进行细分,尽管现有的研究成果丰富,其普遍适用性值得怀疑。第三,尽管大量研究结果表明组织公平是影响员工工作绩效和离职倾向的重要因素,企业管理者还需面对一个现实问题:即应该如何根据企业自身的特点、企业员工的实际需求以及企业内外部环境的变化,制定出相应政策,使员工充分感受到组织公平,提高员工的组织承诺,进而提高他们的工作绩效并降低离职倾向。国内一些学者对员工组织公平进行了一系列的研究,但针对民营科技企业员工组织公平结构,及其对工作绩效和离职倾向影响的实证研究尚不多见。
本文以中国本土的民营科技企业作为研究对象,在回顾以往研究的基础上,将组织承诺和权力距离分别作为中介变量和调节变量,从理论上提出了民营科技企业员工组织公平对工作绩效和离职倾向的作用关系模型。以吉林省以及北京、上海两地的17家民营科技企业为样本,采用配对研究方法,将部门主管及其对应下属进行配对调查。共发放主管、员工问卷各275份(共计550份),最终得到有效的配对数据244条(主管、员工数据各244条)。通过实证分析,得出以下主要研究结论:
1.科技员工组织公平对组织承诺的影响
组织公平对组织承诺起到显著正向影响作用,且影响程度从高到低分别为程序公平、人际公平、信息公平和分配公平。
(1)程序公平可以满足科技员工充分卷入企业、在一定程度上参与与自身利益相关的决策制定和执行的需求,可以加深科技员工对组织目标和价值观的认同以及在企业的自豪感。与生产企业相比,民营科技型企业的员工更加看重程序和方式,虽然分配结果也对组织承诺产生影响,但程序和方式的公平性更加重要。
(2)人际公平和信息公平反映了员工感受到的人与人之间交往的质量。科技员工往往蔑视权威,且具有较强的沟通需求。如果权威或上级能够有礼貌的对待员工并充分考虑员工的尊严,且针对分配结果或过程给予员工必要的信息,则会极大地提高科技员工满意度,进而提高对员工组织的承诺。
(3)当员工认为自己在企业的付出能够得到公平的回报时,即分配公平,员工会对企业产生信任和信心,提高工作满意度和对组织的忠诚感,进而表现出情感承诺、组织公民行为等角色外的行为来报答组织。
2.科技员工组织公平对工作绩效的影响
在组织公平的四个维度中,分配公平对工作绩效产生显著影响。这是由科技员工自身的性格特点和民营科技企业的特点共同决定的。而程序公平、人际公平和信息公平对工作绩效没有显著影响。即只有分配公平起到了有效的“激励作用”,能够显著提高员工的工作绩效;而程序公平、人际公平与信息公平更多的起到“保健作用”,对员工的工作绩效不产生显著影响。
在分配公平对工作绩效的影响中,组织承诺的中介作用不显著。其原因是科技员工由分配公平建立起来的组织承诺,会带来一些非实质性的行为,例如对组织-成员交换关系的满意度、对企业领导者的信任以及对企业发展前景的信心等。
同时,在组织公平对工作绩效的影响中,权力距离没有起到调节作用,主要原因可以归结为分配公平更多的显示了一种员工与企业间基于公平交换原则的工具性关系,而权力距离很大程度上反映了员工的情感性要求,因此对分配公平带来的工作绩效没有起到调节作用。
3.科技员工组织公平对离职倾向的影响
科技员工的组织公平对离职倾向产生显著的影响。也就是说,对科技员工来讲,能够发挥自己专长、成就事业、实现自身价值并得到组织和社会认可的工作岗位,以及与付出和努力成比例的薪资报酬(分配公平),健全的企业决策制度(程序公平),能够得到上级的尊重、有良好的人际关系并获得全面的关于组织决策的信息(人际公平和信息公平),都是科技员工非常重视的因素。任一方面没有得到满足,科技员工都会产生离职的意图。其中,人际公平的影响能力最强,这是由科技员工蔑视权威,有高度自尊的个性及强烈的情感需求决定的。
在组织公平对离职倾向影响中,组织承诺起到显著的中介作用。这说明,员工离职倾向的原因更可能是因为组织不公平造成员工对企业的情感依赖性的降低。
在组织公平对离职倾向影响中,权力距离起到部分调节作用。其中,权力距离在程序公平以及信息公平对离职倾向影响中起到正向调节作用,而在其他组织公平维度对离职倾向的影响中调节作用并不显著。其原因主要是分配公平与分配结果有关,而程序公平和信息公平与对企业和上级的评价有关。而权力距离又是对上下级关系的一种价值判断,因而权力距离可以调节程序公平和信息公平对离职倾向的影响。
4.提出了我国民营科技企业的发展对策
根据研究结果,本文提出了针对我国民营科技企业的发展对策。在提升科技员工工作绩效方面,应该重点关注分配公平,完善激励机制,建立合理的薪酬体系。在减少科技员工离职方面,更应该注重人际公平,来自上级的关心与尊重可以让科技员工体会到亲切与归属感,使员工的工作动机上升到为企业做贡献、同企业共命运的高度,在情感上依赖企业。在提升科技员工组织承诺方面,更应该注重程序公平。民营科技企业制定一系列高效的管理制度,对企业实行规范化管理,是提高科技员工组织承诺的有效的手段。
论文研究对于丰富和充实组织管理理论与方法,提高中国民营科技企业员工工作绩效,降低员工离职倾向,进而提升中国民营科技企业管理水平具有重要的理论与现实意义。
Organizational Justice Theory has been the research focus in recent years. Researchers of both at home and abroad have got rich results on the concept and structure as well as the influential variables of organizational justice after years of discussion. Numerous studies and analysis show that organizational justice can not only effectively affect employee’s attitudes and behavior toward organization, but help improve their work performance and reduce turnover behavior. However, existing research on organizational justice is still inadequate. On one hand, there is neither consensus on how dose different dimensions of organizational justice affect work performance and turnover intention, nor the effect mechanism of organizational justice. Issues such as whether the effect is direct or indirect or both, if there is any mediator or moderator are worthy of further exploration. On the other hand, there is no research subdivision according to different subjects. The universal applicability of existing conclusion is questionable. In addition, though numerous research proves that organizational justice is an important factor affecting work performance and turnover intention, the managers have to confront a question of reality: how to develop appropriate policies according to the characteristics of enterprises, the actual demand of employees, and the environments inside and outside the enterprises so as to make the employees fully aware of the organizational justice, which can help enhance organizational commitment of the employees as well as improve their work performance and reduce their turnover intention. Scholars in China have engaged in a series of research on organizational justice, but little research has been carried out on how organizational justice affect employee’s work performance and turnover intention in private technical SMEs(Small and Medium Enterprises).
This paper, reviewing previous studies and selecting private technical SMEs in China as the research objectives, theoretically proposes a hypothetical model with organizational justice, work performance, turnover intention, organizational commitment and power distance serve as the independent variable, dependent variable, mediator and moderator respectively. The paper aims to test the role of organizational justice in affecting employee’s work performance and turnover intention, and to discuss the mediating and moderating roles of organizational commitment and power distance.
Samples of the current research are collected from 17 private technical SMEs in Jilin Province, Beijing and Shanghai. I sent out 550 questionnaires, 275 for supervisories and 275 for subordinates. Finally, I got 244 supervisory-subordinate dyads data. Using the 244 supervisory-subordinate dyads data and the analysis methods of correlation and hierarchical regression, this paper reached the following research conclusions:
1. Effect of technical employee’s organizational justice on organizational commitment.
Distributive justice, procedural justice, interpersonal justice and informational justice all affect organizational commitment with procedural justice as the main influencing factor.
(1) Procedural justice help satisfy the technical employees’needs of taking part in making the decision related to their own interests to some extent, which can enhence the employees’identity of the enterprise’s goal and values as well as make them feel pride as a member of the enterprise. Compared with the manufacturers, employees in private technical SMEs care more about prodecures and methods. Though distribution results also affect organizational commitment, procedural justice is more important.
(2) Interpersonal justice and informational justice reflect the quality of interaction between employees and employer. Technical employees tend to contempt of authority and have more needs in communication. If the employer can treat employees with courtesy and take full account of their dignity, as well as privding necessary information related to the employees’interests, the employees can feel more satisfaction with the enterprise and improve their organizational commitment.
(3) If the employees regard their input in the enterprise equles to the output, that is distributive justice, the employees will have more confidence and trust in the enterprise, and improve their job satisfaction and sense of loyalty to the enterprise, thus showing the role of organizational commitment to repay the enterprise.
2. Effect of technical employee’s organizational justice on work performance.
Distributive justice predicts employee’s performance significantly, while procedural justice, interpersonal justice and informational justice fail to affect employee’s performance. The reason lies in the characteristic of technical employees and the features of private SMEs. This shows that only distributive justice plays as a motivation factor on job performance, the others plays as hygiene factors.
Organizational commitment fails to be a mediator between distributive justice and work performance. The reason is that organizational commitment brought by distributive justice will lead to some non-substantive behavior, such as satisfaction on enterprise-employee exchange, trust in managers and confidence in the enterprise’s development.
Power distance fails to be a moderator between distributive justice and employees’work performance, the reason lies in that distributive justice shows a fair exchange between employees and enterprise on the principle of instrumental relations, while power distance largely reflects the feelings requirement of the employees.
3. Effect of technical employee’s organizational justice on turnover intention.
Distributive justice, procedural justice, interpersonal justice and informational justice all affect employee’s turnover intention with the interpersonal justice as the main influencing factor. This shows that employee are sensitive to all the dimensions of organizational justice, unsatisfaction of any dimension can lead to turnover intention. Employee cares most about interpersonal justice, which is determinded by the employee’s special characteristic and strong emotional demand.
Organizational commitment mediates the relationship between organizational justice(distributive justice, procedural justice, interpersonal justice and informational justice)and employee’s turnover intention. This proves that the main reason of employee’s turnover intention lies in their decrease affection to the enterprise because of organizational unjustice.
Power distance moderates the relationship between procedural justice and employee’s turnover intention. Power distance also moderates the relationship between informational justice and employee’s turnover intention. However, power distance fails to be a moderator between distributive justice and employee’s turnover intention, and between interpersonal justice and employee’s turnover intention. The reason is that distributive justice relates to allocation outcomes, wihle procedural justice and informational justice relates to judgments on enterprise and employee which tend to be affected by power distance more possibly.
4. Suggestions and countermeasures for private technical SMEs.
Based on the results, we propose some countermeasures for the private technical SMEs in China. In order to improve the employee’s work performance, the enterprise should pay more attention to distributive justice, improve the incentive mechanism and establish a reasonable salary system. In order to decrease the employee’s turnover intention, the enterprise should pay more attention to interpersonal justice. Careness and respect from employer can make the employees feel warm and the sense of belonging. In order to improve the employee’s organizational commitmeng, the enterprise should pay more attention to procedural justice.A series of efficient and standardized management systems can effectivly improve the employee’s organizational commitment.
This paper has great significance in enriching both the theory and methods in organization management, and can help improve employee’s work performance and decrease employee’s turnover intention for private technical SMEs in China.
本文以中国本土的民营科技企业作为研究对象,在回顾以往研究的基础上,将组织承诺和权力距离分别作为中介变量和调节变量,从理论上提出了民营科技企业员工组织公平对工作绩效和离职倾向的作用关系模型。以吉林省以及北京、上海两地的17家民营科技企业为样本,采用配对研究方法,将部门主管及其对应下属进行配对调查。共发放主管、员工问卷各275份(共计550份),最终得到有效的配对数据244条(主管、员工数据各244条)。通过实证分析,得出以下主要研究结论:
1.科技员工组织公平对组织承诺的影响
组织公平对组织承诺起到显著正向影响作用,且影响程度从高到低分别为程序公平、人际公平、信息公平和分配公平。
(1)程序公平可以满足科技员工充分卷入企业、在一定程度上参与与自身利益相关的决策制定和执行的需求,可以加深科技员工对组织目标和价值观的认同以及在企业的自豪感。与生产企业相比,民营科技型企业的员工更加看重程序和方式,虽然分配结果也对组织承诺产生影响,但程序和方式的公平性更加重要。
(2)人际公平和信息公平反映了员工感受到的人与人之间交往的质量。科技员工往往蔑视权威,且具有较强的沟通需求。如果权威或上级能够有礼貌的对待员工并充分考虑员工的尊严,且针对分配结果或过程给予员工必要的信息,则会极大地提高科技员工满意度,进而提高对员工组织的承诺。
(3)当员工认为自己在企业的付出能够得到公平的回报时,即分配公平,员工会对企业产生信任和信心,提高工作满意度和对组织的忠诚感,进而表现出情感承诺、组织公民行为等角色外的行为来报答组织。
2.科技员工组织公平对工作绩效的影响
在组织公平的四个维度中,分配公平对工作绩效产生显著影响。这是由科技员工自身的性格特点和民营科技企业的特点共同决定的。而程序公平、人际公平和信息公平对工作绩效没有显著影响。即只有分配公平起到了有效的“激励作用”,能够显著提高员工的工作绩效;而程序公平、人际公平与信息公平更多的起到“保健作用”,对员工的工作绩效不产生显著影响。
在分配公平对工作绩效的影响中,组织承诺的中介作用不显著。其原因是科技员工由分配公平建立起来的组织承诺,会带来一些非实质性的行为,例如对组织-成员交换关系的满意度、对企业领导者的信任以及对企业发展前景的信心等。
同时,在组织公平对工作绩效的影响中,权力距离没有起到调节作用,主要原因可以归结为分配公平更多的显示了一种员工与企业间基于公平交换原则的工具性关系,而权力距离很大程度上反映了员工的情感性要求,因此对分配公平带来的工作绩效没有起到调节作用。
3.科技员工组织公平对离职倾向的影响
科技员工的组织公平对离职倾向产生显著的影响。也就是说,对科技员工来讲,能够发挥自己专长、成就事业、实现自身价值并得到组织和社会认可的工作岗位,以及与付出和努力成比例的薪资报酬(分配公平),健全的企业决策制度(程序公平),能够得到上级的尊重、有良好的人际关系并获得全面的关于组织决策的信息(人际公平和信息公平),都是科技员工非常重视的因素。任一方面没有得到满足,科技员工都会产生离职的意图。其中,人际公平的影响能力最强,这是由科技员工蔑视权威,有高度自尊的个性及强烈的情感需求决定的。
在组织公平对离职倾向影响中,组织承诺起到显著的中介作用。这说明,员工离职倾向的原因更可能是因为组织不公平造成员工对企业的情感依赖性的降低。
在组织公平对离职倾向影响中,权力距离起到部分调节作用。其中,权力距离在程序公平以及信息公平对离职倾向影响中起到正向调节作用,而在其他组织公平维度对离职倾向的影响中调节作用并不显著。其原因主要是分配公平与分配结果有关,而程序公平和信息公平与对企业和上级的评价有关。而权力距离又是对上下级关系的一种价值判断,因而权力距离可以调节程序公平和信息公平对离职倾向的影响。
4.提出了我国民营科技企业的发展对策
根据研究结果,本文提出了针对我国民营科技企业的发展对策。在提升科技员工工作绩效方面,应该重点关注分配公平,完善激励机制,建立合理的薪酬体系。在减少科技员工离职方面,更应该注重人际公平,来自上级的关心与尊重可以让科技员工体会到亲切与归属感,使员工的工作动机上升到为企业做贡献、同企业共命运的高度,在情感上依赖企业。在提升科技员工组织承诺方面,更应该注重程序公平。民营科技企业制定一系列高效的管理制度,对企业实行规范化管理,是提高科技员工组织承诺的有效的手段。
论文研究对于丰富和充实组织管理理论与方法,提高中国民营科技企业员工工作绩效,降低员工离职倾向,进而提升中国民营科技企业管理水平具有重要的理论与现实意义。
Organizational Justice Theory has been the research focus in recent years. Researchers of both at home and abroad have got rich results on the concept and structure as well as the influential variables of organizational justice after years of discussion. Numerous studies and analysis show that organizational justice can not only effectively affect employee’s attitudes and behavior toward organization, but help improve their work performance and reduce turnover behavior. However, existing research on organizational justice is still inadequate. On one hand, there is neither consensus on how dose different dimensions of organizational justice affect work performance and turnover intention, nor the effect mechanism of organizational justice. Issues such as whether the effect is direct or indirect or both, if there is any mediator or moderator are worthy of further exploration. On the other hand, there is no research subdivision according to different subjects. The universal applicability of existing conclusion is questionable. In addition, though numerous research proves that organizational justice is an important factor affecting work performance and turnover intention, the managers have to confront a question of reality: how to develop appropriate policies according to the characteristics of enterprises, the actual demand of employees, and the environments inside and outside the enterprises so as to make the employees fully aware of the organizational justice, which can help enhance organizational commitment of the employees as well as improve their work performance and reduce their turnover intention. Scholars in China have engaged in a series of research on organizational justice, but little research has been carried out on how organizational justice affect employee’s work performance and turnover intention in private technical SMEs(Small and Medium Enterprises).
This paper, reviewing previous studies and selecting private technical SMEs in China as the research objectives, theoretically proposes a hypothetical model with organizational justice, work performance, turnover intention, organizational commitment and power distance serve as the independent variable, dependent variable, mediator and moderator respectively. The paper aims to test the role of organizational justice in affecting employee’s work performance and turnover intention, and to discuss the mediating and moderating roles of organizational commitment and power distance.
Samples of the current research are collected from 17 private technical SMEs in Jilin Province, Beijing and Shanghai. I sent out 550 questionnaires, 275 for supervisories and 275 for subordinates. Finally, I got 244 supervisory-subordinate dyads data. Using the 244 supervisory-subordinate dyads data and the analysis methods of correlation and hierarchical regression, this paper reached the following research conclusions:
1. Effect of technical employee’s organizational justice on organizational commitment.
Distributive justice, procedural justice, interpersonal justice and informational justice all affect organizational commitment with procedural justice as the main influencing factor.
(1) Procedural justice help satisfy the technical employees’needs of taking part in making the decision related to their own interests to some extent, which can enhence the employees’identity of the enterprise’s goal and values as well as make them feel pride as a member of the enterprise. Compared with the manufacturers, employees in private technical SMEs care more about prodecures and methods. Though distribution results also affect organizational commitment, procedural justice is more important.
(2) Interpersonal justice and informational justice reflect the quality of interaction between employees and employer. Technical employees tend to contempt of authority and have more needs in communication. If the employer can treat employees with courtesy and take full account of their dignity, as well as privding necessary information related to the employees’interests, the employees can feel more satisfaction with the enterprise and improve their organizational commitment.
(3) If the employees regard their input in the enterprise equles to the output, that is distributive justice, the employees will have more confidence and trust in the enterprise, and improve their job satisfaction and sense of loyalty to the enterprise, thus showing the role of organizational commitment to repay the enterprise.
2. Effect of technical employee’s organizational justice on work performance.
Distributive justice predicts employee’s performance significantly, while procedural justice, interpersonal justice and informational justice fail to affect employee’s performance. The reason lies in the characteristic of technical employees and the features of private SMEs. This shows that only distributive justice plays as a motivation factor on job performance, the others plays as hygiene factors.
Organizational commitment fails to be a mediator between distributive justice and work performance. The reason is that organizational commitment brought by distributive justice will lead to some non-substantive behavior, such as satisfaction on enterprise-employee exchange, trust in managers and confidence in the enterprise’s development.
Power distance fails to be a moderator between distributive justice and employees’work performance, the reason lies in that distributive justice shows a fair exchange between employees and enterprise on the principle of instrumental relations, while power distance largely reflects the feelings requirement of the employees.
3. Effect of technical employee’s organizational justice on turnover intention.
Distributive justice, procedural justice, interpersonal justice and informational justice all affect employee’s turnover intention with the interpersonal justice as the main influencing factor. This shows that employee are sensitive to all the dimensions of organizational justice, unsatisfaction of any dimension can lead to turnover intention. Employee cares most about interpersonal justice, which is determinded by the employee’s special characteristic and strong emotional demand.
Organizational commitment mediates the relationship between organizational justice(distributive justice, procedural justice, interpersonal justice and informational justice)and employee’s turnover intention. This proves that the main reason of employee’s turnover intention lies in their decrease affection to the enterprise because of organizational unjustice.
Power distance moderates the relationship between procedural justice and employee’s turnover intention. Power distance also moderates the relationship between informational justice and employee’s turnover intention. However, power distance fails to be a moderator between distributive justice and employee’s turnover intention, and between interpersonal justice and employee’s turnover intention. The reason is that distributive justice relates to allocation outcomes, wihle procedural justice and informational justice relates to judgments on enterprise and employee which tend to be affected by power distance more possibly.
4. Suggestions and countermeasures for private technical SMEs.
Based on the results, we propose some countermeasures for the private technical SMEs in China. In order to improve the employee’s work performance, the enterprise should pay more attention to distributive justice, improve the incentive mechanism and establish a reasonable salary system. In order to decrease the employee’s turnover intention, the enterprise should pay more attention to interpersonal justice. Careness and respect from employer can make the employees feel warm and the sense of belonging. In order to improve the employee’s organizational commitmeng, the enterprise should pay more attention to procedural justice.A series of efficient and standardized management systems can effectivly improve the employee’s organizational commitment.
This paper has great significance in enriching both the theory and methods in organization management, and can help improve employee’s work performance and decrease employee’s turnover intention for private technical SMEs in China.
引文
1李国荣,彭松建.民营经济概论[M],北京:北京大学出版社,2004.
2甄艳.振兴吉林老工业基地与民营经济的发展[J].新长征,2004,12:13-15.
3 Peter Drucker. The Coming of the New Organization[J]. Havard Business Review, 1998, 66(1):45-65.
1 Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1: 43-55.
2解志韬,石金涛,祝金龙.组织公平对员工组织公民行为影响的实证研究[J].现代管理科学,2009(7):72-73.
1冯静波.民营企业的管理机制问题及对策研究[D].湖南大学,2001.
2 Organ, Bateman. Job Satisfaction and the good soldier:The relationship between affect and employee“citizenship”[J]. Academy of management journal,1983.
3 Organ, D.W.Motivational basis of organziational citizenship behavior. Research in Organizational Behavior,1988(12),43-72.
1李国荣,彭松建.民营经济概论[M],北京:北京大学出版社,2004.
1李国荣,彭松建.民营经济概论[M],北京:北京大学出版社,2004.
1 (美)彼得·杜拉克. 21世纪的管理挑战[M].北京:生活、读书、新知三联书店,2000,pp131-156.
2刘琴,徐拥军,陈幸华.论知识型员工的激励[J].求索,2005(5).
3陈丽红.高新技术企业知识型员工的特点与管理策略[J].中国人才,2007,5:70-71.
4丁敏,吴昊.论知识型员工的特点及管理途径[J].阜阳师范学院学报(社会科学版),2002,5:128-129.
5常志勇.浅议知识型员工的特点与管理策略[J].科技信息,2008,14:132-133.
6李艳.我国高新技术企业知识型员工管理的现状与策略研究[J].皖西学院学报,2008,24(8):81-83.
1彭毓蓉.关于民营企业人才流失的思考[J].云南财经大学学报,2006,12:62-64.
1 Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology,NewYork: Academic press,1965,2:267-299.
2 Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
3 Scholl R W, Cooper E A, Mckenna J F. Referent selection in determining equity perceptions:Differential effects on behavioral and attitudinal outcomes[J]. Personnel Psychology,1987,40:113-124.
1 Adams, J.S.& Freedman, S. Equity theory revisited:Comments and annotated bibliography. Advances in experimental social psychology, 1976,9:43-90.
2 Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology, NewYork: Academic press, 1965, 2:267-299.
3 Walster, E., Walster, G.W., & Berscheid, E. Equity:Theory and research. Allyn&Bacon, 1978.
1关培兰.组织行为学[M].北京:中国人民大学出版社,2002.
2 Greenberg, J. On the apocryphal nature of inequity distress. Plenum, 1984, 167-188.
1 Greenberg, J.& Folger, R. Procedural justice, participation, and the fair process effect in groups and organizations. Basic group process, 1983, 235-256
2 Folger. R., & Greenberg, J. Procedural justice: An interpretive analysis of personnel systems. Research in personnel and human resources management, 1985, 3:141-183
3 Greenberg, J., & Tyler, T.R. Why procedural justice in organizations. Social Justice Research, 1987.1:127-142
4 Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,N J,Erlbaum,1975.
5 Leventhal,G.S. What should be done with equity theory[J]. Social exchange: Advances in theory and research,1980:27-55.
1 Moomran,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship[J]. Jounral of Applied Psychology,1991,76:845-855.
2 Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior[J]. Academy of Management Journal,1998,41:351-357.
3 Pillai, R., Schriesheim, C.A., Williams, E.S. Fairness perception and trust as meditors for transformational ad transactional leadership: A two-sample study. Journal of Management, 1999,25(6):897-933.
4 Tyler,T.R.&Bies,R.J. Beyond formal Porcedures:The interpersonal context of Procedural justice[D],In J.Caorrll(Ed.),Advances in applied social psychology: Business settings,Hillsdale,NJ: Erlbaum,1990:77-98.
5 Aquino, K. Relationships among pay inequity, perceptions of procedural justice,and organizational citizenship[J]. Employee Responsibilities and Rights Journal,1995, 8: 21-33
6 Bies, R.J.,& Shapiro, D.L. Interactional fairness judgements: The influence of causal accounts[J]. Social Justice Research, 1987,1:199-218.
7 Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
8 Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1:43-55.
9 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
1洪振顺.组织公正对组织公民行为影响之研究—信任关系观点.国立中山大学学报,1998.
2赖志超,黄光国.程序正义与分配正义:台湾企业员工的正义知觉与工作态度[J].台湾:中华心理学刊,2000,42 (02):174-190.
3 Alexander,S.,&Ruderman,M. The role of Procedural and distributive justice in organizational behavior. Social Justice Research,1987,1: 177-198.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,229-231.
2 Cohen-Charash&Spector,P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
3 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
1 Van den Bos, Kees. Assimilation and contrast in organizational justice: The role of primed mindsets in the psychology of the fair process effect. Organizational Behavior and Human Decision Processes, 2002,89:860-880.
2 Murphy, Susan M. Organizational justice: An examination of antecedents and consequences. Unpublished doctoral dissertation, the University of Illinois, 1997.
1李晔,龙立荣,刘亚.组织公正感研究进展[J].心理科学进展,2003,11(1):78-84.
2 Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
3 McFarlin,D.B.&Sweeney,P.D. Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes[J]. Academy of Management Journal,1992,35:626-637.
4 Korsgaard,M.A.,Schweiger,D.M.&Sapienza,H.J.Building commitment,attachment,and trust in strategic decision-making teams: The role of procedural justice[J]. Academy of Management Journal,1995,38:60-84.
5 Taylor,M.S.,Tracy,K.B.,Renard,M.K.,Harrison,J.K.&Carroll,S.J.Due process in performance appraisal: A quasi-experiment in procedural justice[J]. Administrative Science Quarterly,1995,40:495-523.
6 Schaubroeck,J.,May,D.R.&Brown,F.W. Procedural justice explanations and employee reactions to economic hardship: A field experiment[J]. Journal of Applied Psychology,1994,79:455-460.
7 Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior[J]. Academy of Management Journal,1998,41:351-357.
8 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
9 Konovsky,M.A.&Pugh,S.D. Citizenship behavior and social exchange[J]. Academy of Management Journal,1994,37:656-669.
10陈晓翠.基于组织公平的HW公司绩效管理体系改进研究[D].东北财经大学,2007.
1 Erdogan B. Antecedents and consequences of justice perceptions in performance appraisals[J]. Human Resource Management Review, 2002,12:555-578.
2周浩,龙立荣,王燕等.分配公正、程序公正、互动公正影响效果的差异[J]心理学报,2005,37(5):687-693.
3陈晓翠.基于组织公平的HW公司绩效管理体系改进研究[D].东北财经大学,2007.
1 Weiss, H.M., Suckow, K., Cropanzano, R. Effects of justice conditions on discrete emotions. Journal of Applied Psychology, 1999, 84:786-794.
2 Zohar, D. The justice perspective of job stress. Journal of Organizational Behavior, 1995,16:487-495.
3 Fox, S., Spector, P.E., Miles, D. Counterproductive work behavior(CWB) in response to job stressors and organizational justice:Some mediator and moderator tests for autonomy and emotionals. Journal of Vocational Behavior, 2001,59:291-309.
4 Tepper, B.J. Health consequences of organizational injustice: Tests of main and interactive effects. Organizational Behavior and Human Decision Processes, 2001,86:198-215.
1 Murphy, Susan M. Organizational justice: An examination of antecedents and consequences. Unpublished doctoral dissertation, the University of Illinois, 1997.
1李晔等.组织公平感的形成机制研究进展[J].人类工效学,2002(1).40.
2DeCremer, D. Exploring the instrumental versus non-instrumental aspect of procedural fairness:The usefulness of a person X situation approach. In: F.Columbus(Eds). Advances in Psychology Research. Huntington, N.Y.: Nova Science, 2002.
3Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,NJ,Erlbaum,1975.
1Lind, E. A.& Tyler, T.R. The Social Psychology of Procedural Justice. New York: Plenum, 1988.
2 Tyler, T.R., Degoey, P. & Smith, H. Understanding why the justice of group procedures matters: A test of the psychological dynamics of the group-value model. Journal of Personality and Social Psychology, 1996, 70:913-930.
1伍晓奕.组织公平性理论及其对管理实践的启示[J].广东外语外贸大学学报,2005,16(4):66-70.
2俞文钊.现代激励理论与应用[M].大连:东北财经大学出版社,2006:155-156.
3李宝润.公平理论的新构思[J].企业管理,1996(11).41.
1米家乾.组织公正性理论研究述评.商业研究,2004,6:86-90.
1 Bernardin,H.J.&Beatty,R.W. Performance appraisal: assessing human behavior at work[J]. Journal of occupational behavior,1984,15(5):36-49.
1王弘钰.劳务派遣工的组织公平、组织认同与工作绩效关系研究[D].吉林大学,2010.
2 Campbell,J.P,McCloy,R.A,Oppler,S.H & Sager,C.E. A Theory of Performance[M]. In: N.Schmitt & WC Borman(ed.). Personnel Selection in Organizations. San Francisco: Jossey-Bass Publisher,1993:35-70.
3 Campbell, J.P., Modeling the performance prediction problem in industrial and organizatioanl psychology[R]. In M.D.Dunnete, L.M.Hough(Eds.), handbook of industrial and organizational psychology, Palo Alto, CA:Consulting Psychology Press.1990
4 Hunt, S.T. Generic Work Behavior: An Investigation into the Dimensions of Entry, Hourly Job Performance[J]. Personnel Psychology, 1996,49:51-83.
1 Smith, C.A., Dennis, W., Organ& Near, J.P. Organizational Citizenship Behavior: Its Nature and Antecedent[J]. Journal of Applied Psychology, 1983,4:475-480.
2 Brief, A.P.& Motowidlo, S.J. Prosocial Organizational Behaviors[J]. Academy of Management Review, 1986,11(4):710-725.
3 Van Dyne, L., Cummings, L.L.& Parks, J.M, Extra-role Behaviors: In Pursuit of Construct and Definitional Clarity(a bridge over muddied waters). In L.L. Cummings,& B.M. Staw(Eds), Research in Organizational Behavior(Vol.17, pp.215-285). Greenwich, C T:JAI Press,1995.
4 George, J. M.& Brief, A.P. Feeling Good-doing good: A Conceptual Analysis of the Mood at Working-Organizational Spontaneity Relationship[J]. Psychological Bulletin,1992.
5 Brumbrach. Performance Management[M]. London: The Cron-well Press, 1988.
6 Michael Armstrong & Angela Baron. Performance Management[M]. Londo: The Cromwell Press, 1998.
7 Wayne, A., Hochwarter, Charles Kacmar, Pamela. Perceived Organizational Support as a Mediator of the Relationship between Politics Perception and Work Outcomes: Vocational Behavior, 2003,20(63):438-456.
1 Borman,W.C.&Motowidlo,S.J. Expanding the criterion domain include elements of contextual performance[J]. Personnel selection in organizations. Sanfrancisco: Jossey-Bass,1993:71-98.
1 Borman,W.C.&Motowidlo,S. J. Task Performance and Contextual Performance: The Meaning for Personnel Selection Research[J]. Human Performance,1997(a),10(2):99-109.
2温志毅.工作绩效的四因素结构模型[J].首都师范大学学报:社会科学版,2005 (05):105-111.
3 Williams, L. J. & Anderson,S. E. Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors[J]. Journal of Management,1991,17:601.
4 Janssen, O. & Van Yperen, N.W. Employee’s Goal Orientations, the Quality of Leader-member Exchange, and the Outcomes of Job Performance and Job Satisfaction[J]. Academy of Management Journal, 2004,27(3):368-384.
5 Pulakos, E.D., Arad, S., Domovan, M.A.& Planondon, K. E. Adaptability in the Workplace: Development of Taxonomy of Adaptive Performance[J]. Journal of Applied Psychology, 2000(b),85:612-624.
1 Vecchio,R.P. The contingent-noncontingent compensation controversy: an attempt at resolution[J]. Human Relations,1982,35:449-462.
2 Awasthi,V.,&Pratt,J. The effects of financial incentives on effort and decision performance: the role of cognitive characteristics[J]. The Accounting Review,1990,65:797-811.
3 Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay for performance: an experimental investigation[J]. Academy of management journal,2007,50(2):387-405.
4 Sprinkle,G.B. The Effect of Incentive Contracts on Learning and Performance[J].The Accounting Review,2000,75(3):299-326.
5 Dearman,D.T.&Shields,M.D. Cost Knowledge and Cost-Based Judgment Performance[J]. Journal of Management Accounting Research,2001,13:1-18.
6 Libby,R.&Lipe,M.G. Incentive effects and the cognitive processes involved in accounting judgments[J]. Journal of Accounting Research,1992,30:249-273.
7 Fessler,N.J. Experimental Evidence on the Links among Monetary Incentives,Task Attractiveness,and Task Performance[J]. Journal of Management Accounting Research,2003,15:161-176.
1 Chow,C.W. The effects of job standard tightness and compensation scheme on performance: an exploration of linkages[J]. The Accounting Review,1983,58:667-685.
2 Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay for performance: an experimental investigation[J]. Academy of management journal,2007,50(2):387-405.
3 Nilsson,L.G. Motivated memory:Dissociation between performance data and subjective reports[J]. Psychological Research,1987,49:183-188.
1黄英忠.人力资源管理[M].台北:台北三民书局,1997.
2张勉,李树茁.雇员主动离职心理动因模型评述[J].心理科学进展,2002(9):330-344
3谢晋宇.雇员流动管理[M].天津,南开大学出版社,2001:214
4 Dalton,Todor&Krackhardt. Turnover Turned Over:An Expanded and Positive Perspective [J]. Academy of Management Review,1979,4.
5 Abelson, M. A. Examination of avoidable and unavoidable turnover[J]. Journal of Applied Psychology,1986,72(3): 382-386.
1谢晋宇.雇员流动管理[M].南开大学出版社,2001:214-215.
2崔勋.员工个人特征对组织承诺与离职意愿的影响研究[J].南开管理评论,2003,4:4-11
3张勉,李树茁.雇员主动离职心理动因模型评述[J].心理科学进展,2002,10(3):337-339.
4张勉,张德,李树茁.IT企业技术员工离职意图路径模型实证研究[J].南开管理评论,2003,4:12-19.
5 J.G.March& H.A.Simon. Organizations[M].New York:Wiley,1958
1 Mobley, W.H., Griffeth, R.W, Hand, H.H.&Meglin. B. M. Review and Conceptual Analysis of the Employee Turnover Process[J]. Psychological Bulletin, 1979, Vol.86, No.3, 493-522.
1张言彩,韩玉启.国外员工离职研究文献描述性分析及综述[J].技术经济,2007,8:75-76.
2王安平.我国民营科技企业人才流失现状分析与对策研究[D].西南师范大学,2002.
1王玉芳.我国民营科技企业人才流失原因分析与对策研究[D].中国海洋大学,2008.
1 Guralnik, D.B. The Webster’s New World Dictionary of the American Language. NJ: Prentice Hall, 1971.
2 Porter L.M.,Steers RM,Mowday RT,et al. Organizational commitment,job Satisfaction and turnover among psychiatric technicians[J].Journal of Applied Psychology,1974,59(3):603-609.
3 Mobley W H. Intermediate Linkages in the Relationship between Job Satisfaction and Employee Turnover[J]. Journal of Applied Psychology,1977,62: 237-240.
4符益群.企业员工离职影响因素探讨[D]暨南大学,2002..
5李震.国有和私营体制下员工离职倾向的对比实证研究[D]话中科技大学,2004..
1 Allen D.G. and Griffeth R.W. Test of a Mediated Performance-Turnover Relationship Highlighting the Moderating Roles of Visibility and Reward Contingency. Journal of Applied Psychology, 2001,86:1014-1021.
2 Charles,R M. Staff Tumover: Occasional Friend, Frequent Foe,and Continuing Frustration[J]. The Health Care Manager,1999,18:1-13.
1 O’Reilly,C.F.&Chatmen,J. Organizational Commitment and Psychological Attachment: The Effects of Compliance,Identification,and Internalization on Prosocial Behavior[J]. Journal of Applied Psychology,1986,71:492-499.
2 Becker H S. Notes on the Concept of Commitment[J]. American Journal of Sociology, 1960,66:32-42
1 Morrow P C. Concept redundancy in organizational research: The case of work commitment. Academy of Management Review, 1983, 8(3):486-500
2 Argris C. Understanding Organizational Behavior. London: Tavistock Publications, 1960.
3 Levinson H, Price C. R, Manden K. J, et al. Men, Management and mental health. Cambridge: Harvard University Press, 1962.
4陈加州,凌文辁,方俐洛.组织中的心理契约[J].管理科学学报,2001,4(2):74-78
1 Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly,1974,19:533-546.
2 Mowday,R. T.,Steers,R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior, 1979,14:224-247.
1 Allen N.J.&Meyer J.P. The Measurement and Antecedents of Affective,Continuance and Normative Commitment to the Organization[J]. Journal of Occupational Psychology,1990,63:1-18.
1 Meyer J P&Allen N J.Testing the“side-bet”theory of organizational commitment:Some methodological considerations. Journal of Applied Psychology, 1984,69(3):372-378.
1凌文辁,张治灿,方俐洛.中国职工组织承诺研究[J].中国社会科学,2001(2):90-102.
2 Meyer J P&Allen N J.Testing the“side-bet”theory of organizational commitment:Some methodological considerations. Journal of Applied Psychology, 1984,69(3):372-378
1 Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly,1960,19: 533-546.
2 Mowday, R. T., Steers, R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior, 1979, 14: 224-247.
3 Wiener Y. Commitment in organizations: A normative view[J]. Academy of Management Review,1982,7(3):418-428.
1 Hrebiniak, L.G.& Alutto, J.A. Personal and Role-Related Factors in The Development of Organizational Commitment[J]. Administrative Science Quarterly, 1972, Vol,17:555-573.
2 Mathieu I., Zajac D. A review and Meta-analysis of the antecedents correlates, and consequences of organizational commitment[J]. Psychological Bulletin,1990(108):171-194.
1 Morris, James H., and J. D. Sherman. Generalizability of An Orgaizational Commitment Model[J]. Academy of Management Journal, 1981,24(3),516.
1 Reichers,A.E. A Review and Reconceptualization of Organizational Commitment[J]. Academy of Management Review,1985,10:465-476.
2 Gerth,Hans&C.Wright Mills. From Max Weber: Essays in Sociology[D]. New York: Oxford University Press,1958.
3 French,J.R.P.&B.Raven. The Bases of Social Power. Studies in Social Power[D].Ed. D.Cartwright.Ann Arbor,MI: University of Michigan Press,1959.
1 Mulder,M. The Daily Power Game[M]. Leiden: Martinus Nijhoff,1977.
1 Moorhead,G.&R.W.Griffin. Organizational Behavior[M]. Boston: Houghton Mifflin Company,1989.
1 Tannenbaun,A.S.,B.Kacic,M.Rosner,M.Vianello,&G.Wieser. Hierarchy in Organizations[M]. San Francisco: Jossey-Bass,1974.
1 Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
2 Aryee, Samuel, Chen, Zhen Xiong, and Budhwar, Pawan S. Exchange Fairness and employee performance: An examination of the relationship between organizational politics and procedural justice[J]. Organizational Behavior and Human Decision Processes. 2004(94).
1 Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
2 Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
1 Folger,R.&Konovsky,M.A. Effects of Procedural and distributive justice on reactions to pay raise decisions[J]. Academy of Management Joumal,1989,32: 115-130.
2 Dubinsky, A.J.& Levy, M. Influence of organizational justice on work outcomes of retail salespeople[J]. Journal of Retailing, 1989,65(2):221-252.
3 Iverson, R.D.& Roy, P. A causal model of behavioral commitment: Evidence from a study of Australian blue-collar employee[J]. Journal of Management, 1994,20(1):15-41.
4 Tang, Thomas Li-Ping& Sarsfield-Baldwin, Linada J. Distributive and Procedual Justice as Related to Satisfaction and Commitment[J]. Sam Advanced Management Journal, 1996,61(3):25-31.
5 Roberts, J.A., Coulson, K.R.& Chonko, L.B. Salesperson perceptions of equity and justice and their impact on organizational commitment and intent to turnover[J]. Journal of Marketing Theory and Practice,1999:1-16.
6 Sarminah Samad. Procedural and Distributive Justice: Differential Effects on Employee;s Work outcomes[J]. The Business Review, Cambridge, Summer 2006:212-217.
1 Randall D.M. The consequences of organizational commitment: Methodological investigation[J]. Journal of Organizational Behavior,1999,11(5):361-378.
2 Steers R. M. Antecedents and outcomes of organizational commitment[J]. Administrative Science Quarterly,1977,22:46-56.
3 Kraut, A.I. Predicting Turnover of Employees from Measured Job Attitudes[J].Organizational Behavior and Human Performance, 1975, Vol.13, 233-243.
1 Organ D W. Organizational Citizenship Behavior: The good soldier syndrome. Lexington, 1988:4.
2 Moomran,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship[J]. Jounral of Applied Psychology,1991,76:845-855.
1 Paine,J B.&Organ,D W. The cultural matrix of organizational citizenship behavior:some preliminary conceptual and empirical observations[J].Human resource management review,2000,10:45-59.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,161-175
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,293-294.
2李怀祖.管理研究方法论[M].西安交通大学出版社,2004:96-105.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,312-329.
1 Sharma, S., Durand, R.M., and Gur-Arie, O. Identification and Aanlysis of Moderator Variables. Journal of Marketing Research[J], 1981(3):291-300.
2 Baron, R.M., and Kenny, D.A. The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology[J], 986(6):1173-1182.
3陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,312-329.
1 Aiken, L.S.,& West, S.G. Multiple Regression: Testing and Interpreting Interactions[M]. Newbury Park, CA: Sage, 1991.
2 Howard, L. W. Validity evidence for measures of procedural/distributive justice and pay/ benefit satisfaction. Journal of Business and Psychology, 1999, 14(1):135-147.
1 Ambrose, M. L., Cropanzano, R. A longitudinal analysis of Organizational fairness:An examination of reactions to tenure and promotion decisions[J]. Journal of AppliedPsychology, 2003, 88(2):266-275.
2 Moorman, R.H. Relationship between organizational justice and organizational citizenship behaviors:Do fairness perceptions influence employee citizenship[J]. Journal of Applied Psychology, 1991, 76(6):845-855.
3 Niehoff B.P.,&Moorman R.H. Justice as a Mediator of the Relationship Between Methods of Monitoring and Organizational Citizenship Behavior[J], Academy of Management Journal,1993,36(3):527-556.
4 Colquitt,J.A. On the dimensionality of ogranizational justiee: A construct validation of a measure[J].Journal of Applied Psychology,2001,86:386-400.
1 Drucker P F. Knowledge-worker Productivity: the Biggest Chanllenge, California Management Review, 1999,41(2)
2 Woodruffe C. What is meant by a competencyDisigning and Achieving Competence: A Competence Based Approach to Developing People and Organizations, McGraw-Hill, Maidenhead.1992
1 Rosin,H.M., & korabik, K. Workplace variables, affective response, and intention to leave among women managers[J]. Journal of Occupational Psychology, 1991. 64 (4):317-330.
1 Williams, Steve. The effects of distributive and procedural justice on performance. The Journal of Psychology, 1999,1333(2):183.
2 Cohen-Charash&Spector,P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
3 D.W.Organ. Organizational Citizenship Behavior:The Good Solider Syndrome[M]. Lexington Books, 1988.
1郭晓薇.权力距离感公平感与组织公民行为关系的调节作用研究[J].心理科学,2006,29(2):433-436.
[1](美)保罗·S·麦耶斯.知识管理与组织设计[M].珠海:珠海出版社,1998,251-265.
[2] (美)彼得·杜拉克. 21世纪的管理挑战[M].北京:生活、读书、新知三联书店,2000,pp131-156
[3]蔡婷婷.心理契约对国有企业员工工作绩效影响的实证研究[D].北京化工大学,2006.
[4]陈超然,卢光莉,樊长春.领导理论演变的探析[J].郑州航空工业管理学院学报:社会科学版,2004(4):12-13.
[5]陈虎,江景丽.民营企业人才流失的成因及治理[J].企业经济,2004(3):148-149.
[6]陈亮,段兴民.基于行为的工作绩效结构理论研究述评[J].科研管理,2008,29 (02):133-142.
[7]陈曦.民营企业人才流失问题的探索[J].辽宁商务职业学院学报(社会科学版),2003,(4):30-31.
[8]陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,161-175.
[9]陈志霞.知识员工组织支持感对工作绩效和离职倾向的影响[D].华中科技大学,2006.
[10]崔勋.员工个人特性对组织承诺与离职意愿的影响研究[J].南开管理评论,2003(4):4-11.
[11]邓桂枝著.组织公平性、组织公民行为与服务公平性的关系[M].广州:中山大学出版社.2009.
[12]邓劲松.知识型企业的组织认同与员工忠诚[J].企业经纬,2002(02):38-39.
[13]冯静波.民营企业的管理机制问题及对策研究[D].湖南大学,2001.
[14]冯丽霞.企业财务分析与绩效评价[M].长沙:湖南人民出版社,2002:142-185.
[15]方振邦.绩效管理[M].北京:中国人民大学出版社,2003.
[16]关培兰.组织行为学[M].北京:中国人民大学出版社,2002.
[17]韩翼.雇员工作绩效结构模型构建与实证研究[D].华中科技大学,2006.
[18]韩翼.廖建桥.组织成员绩效结构理论研究述评[J].管理科学学报,2006, 9(02):86-94.
[19]胡斌红.知识员工的组织认同与工作效能研究[J].山西高等学校社会科学学报,2007,19 (12):77-79.
[20]胡卫鹏,时勘.组织承诺的进展与展望[J].心理科学进展,2004,12(1):103-110.
[21]黄茂兴.十年来我国民营科技企业的发展透析及策略思考[J].中国科技产业,2003,(6):23-26.
[22]黄晔.美国成功企业留住人才的秘诀[J].国际人才交流,2004(10 ):24-25.
[23]黄英忠.人力资源管理[M].台北:台北三民书局,1997.
[24]江新艳,廖建桥.组织公平感对员工工作绩效的影响机制研究[J].江西社会科学,2007,(09):152-156.
[25]蒋军.员工的组织公平感、组织承诺与离职倾向的关系研究[D].浙江大学,2008.
[26]赖志超,黄光国.程序正义与分配正义:台湾企业员工的正义知觉与工作态度[J].台湾:中华心理学刊,2000,42 (02):174-190.
[27]李超平,时勘.分配公平与程序公平对工作倦怠的影响[J].心理学报,2003,35 (05):677-684.
[28]李帆.基于战略管理背景下的企业绩效评价研究—以资源型企业为例[D].中国地质大学(北京)图书馆,2006:24-36.
[29]李国荣,彭松建.民营经济概论[M],北京大学出版社,2004
[30]李小青.组织公平与工作绩效的关系研究[D].广东外语外贸大学,2008.
[31]李晔,龙立荣,刘亚.组织公正感研究进展[J].心理科学进展,2003,11(1):78-84.
[32]李晔,龙立荣,刘亚.组织公平感的形成机制研究进展[J].人类工效学,2002,8 (01):38-41.
[33]林帼儿,陈子光,钟建安.组织公平文献综述及未来的研究方向[J].心理科学,2006,29(4):1016-1018.
[34]凌文辁,张治灿,方俐洛.影响组织承诺的因素探讨[J].心理学学报,2001(3):259-263.
[35]刘小平,王重鸣.中西方文化背景下的组织承诺及其形成[J].外国经济与管理,2002,24(1):17-22.
[36]刘亚,龙立荣,李晔.组织公平感对组织效果变量的影响[J].管理世界,2003,(03):126-132.
[37]刘亚.组织公平感的结构及其与组织效果变量的关系[D].华中师范大学,2002.
[38]卢光莉.高校教师组织承诺研究[D].河南大学,2005.5.
[39]吕晓俊.组织公平感在绩效评估中的作用机制[J].科技管理研究,2005(3):73-75.
[40]骆旭江. IT企业员工组织公平、组织政治知觉对压力的影响研究[D].浙江大学,2008.
[41]米家乾.组织公正性理论研究述评[J].商业研究,2004,(06):86-90.
[42]彭璧玉.心理契约及其管理效应.[J]华南师范大学学报:社会科学版,2005(2):17-21.
[43]皮永华.组织公正与组织公民行为、组织报复行为之间关系的研究—基于中国人“大七”人格维度的分析[D].浙江大学,2006.
[44]冉斌.目标与绩效管理[M].深圳:海天出版社,2002.
[45] Robert . F. Devellis.量表编制理论与应用[M].魏勇刚,龙长权,宋武(译).重庆:重庆大学出版社,2004.
[46]石金涛.现代人力资源开发与管理[M].上海:上海交通大学出版社,2001.
[47]石伟.国有企业员工离职意愿影响因素的实证研究[J].江海学刊,2005(3):80-84.
[48]孙慧芳.知识型员工的特点及其激励原则[J].合肥工业大学学报:社会科学版:2004,18 (4):70-73.
[49]王建华.新形势下我国民营科技企业发展的战略思考[J].民营科技企业,2003,(11):11-16.
[50]王君.组织公正、组织信任与离职意向关系的实证研究[D].首都经济贸易大学,2007.
[51]温志毅.工作绩效的四因素结构模型[J].首都师范大学学报:社会科学版,2005 (05):105-111.
[52]吴佳辉,林以正.中庸思维量表的编制.[J]本土心理学研究(台湾).2005,(20):247-300.
[53]伍晓奕.组织公平性理论及其对管理实践的启示[J].广东外语外贸大学学报,2005,16 (04):66-70.
[54]夏春,王晓娟,朱永新.公平感对离职倾向的影响[J].统计观察,2007(1):70-71.
[55]熊毅.家族企业成长中企业家特质变动与企业治理[J].中南财经政法大学学报,2004(6)
[56]严效新,李成江,赵永乐.企业员工组织公平与组织公民行为关系的实证研究[J].现代管理科学,2009,(07):80-83.
[57]杨杰,方俐洛,凌文铨.绩效评价的若干问题[J].应用心理学,2000,6(02):53-58.
[58]杨文轩.审视中国民营企业[M].北京:中国三峡出版社,2005
[59]张勉,张德.组织承诺研究评述[J].武汉市经济管理干部学院学报,2002(3):29-34.
[60]张锐.组织承诺和离职倾向关系的实证研究[D].西南财经大学,2007.
[61]张兆国.高级财务管理[M].武汉:武汉大学出版社,2002:28-45.
[62]郑伯埙.家长式领导三元模式:构念修正与再验证[D].台湾行政院国家科学委员会补助专题研究计划:华人本土心理学研究追求卓越延续计划书,2004.
[63]郑伯埙.组织行为研究在台湾[M].台北:杜冠图书股份有限公司,2003.
[64]郑灵燕.高科技产业人才流失率的成因分析[J].科技.人才.市场,2002,(6):50-52.
[65]周杰.企业员工组织公正感与组织公民行为的关系[J].心理科学,2009,32(4):997-999.
[66]朱海华,晏钢.知识型员工的组织认同与忠诚度研究[J].现代管理科学,2006,(07):85-86.
[67]Abelson, M. A. Examination of avoidable and unavoidable turnover[J]. Journal of Applied Psychology,1986,72(3): 382-386.
[68] Adams, J. S. Toward an understanding of inequity[J]. Journal of Abnormal and Social Psychology, 1963,67:422-436
[69]Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology,NewYork: Academic press,1965,2:267-299.
[70]Alexander,S.,&Ruderman,M. The role of Procedural and distributive justice in organizational behavior. Social Justice Research,1987,1: 177-198.
[71]Allen N.J.&Meyer J.P. The Measurement and Antecedents of Affective ,Continuance and Normative Commitment to the Organization[J]. Journal of Occupational Psychology,1990,63:1-18.
[72]Ambrose, M. L., Cropanzano, R. A longitudinal analysis of Organizational fairness:An examination of reactions to tenure and promotion decisions[J]. Journal of AppliedPsychology, 2003, 88(2):266-275
[73]Aquino, K. Relationships among pay inequity, perceptions of procedural justice,and organizational citizenship[J]. Employee Responsibilities and Rights Journal,1995,8:21-33
[74]Argyris C P. Understanding Organizational Behavior[M].Homewood:Dorsey Press,1960
[75]Arvey & MurPhy. Performance Evaluation in Work Setting[J]. Annual Review Psychology,1998,49:141-168.
[76]Ashkanasy. Rumous of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior. Organiz. Behav,2005,26:441-452
[77]Avery, D. R.,&Quinones, M. A. Disentangling the effects of voice: The incremental roles of opportunity, behavior, and instrumentality in predictingprocedural fairness. Journal of Applied Psychology, 2002,87:81-86
[78]Awasthi,V.,&Pratt,J. The effects of financial incentives on effort and decision performance: the role of cognitive characteristics[J]. The Accounting Review,1990,65:797-811.
[79]Baron, R. M., & Kenny, D. A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 1986, 51(6): 1173-1182.
[80]Becker H S. Notes on the Concept of Commitment[J]. American Journal of Sociology,1960,66:32-42.
[81]Bernardin,H.J.&Beatty,R.W. Performance appraisal: assessing human behavior at work[J]. Journal of occupational behavior,1984,15(5):36-49.
[82]Beruvides, M.G. and D.J.Sumanth. Knowledge work:A conceptual analysis and structure. Productivity Management Frontiers edited by D.J.Suman(Elsevier Science Publishers B.V.,1987,pp.127-138.
[83]Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1:43-55.
[84]Blader, S. L., Chang, Chia-Chi, Tyler, T. R. Procedural justice and retaliation in organizations: Comparing cross-nationally the importance of fair group processes. The International Journal of Conflict Management 2001, 12(4): 295-311
[85]Bochner S,Hesketh B. Power distance,individualism/collectivism,and job-related attitudes in a culturally diverse work group[J]. Journal of Cross-Cultural Psychology,1994,25(2):233-257.
[86]Borman W C, Motowidlo SJ. Expanding the Criterion Domain to Indlude Elements of Contestual Performance [J]. Journal of Psychology,1996,8:52-53.
[87]Borman,W.C.&Motowidlo,S.J. Expanding the criterion domain include elements of contextual performance[J]. Personnel selection in organizations. Sanfrancisco: Jossey-Bass,1993:71-98.
[88] Borman,W.C.&Motowidlo,S. J. Task Performance and Contextual Performance: The Meaning for Personnel Selection Research[J]. Human Performance,1997(a),10(2):99-109.
[89]Brumbrach. Performance management[M] .London:The Cronwell Press,1988:15.
[90]Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly , 1974 , 19 : 533-546.
[91]Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay forperformance: an experimental investigation[J]. Academy of management journal,2007,50(2): 387-405.
[92]Campbell,J.P,McCloy,R.A,Oppler,S.H & Sager,C.E. A Theory of Performance[M]. In: N.Schmitt & WC Borman(ed.). Personnel Selection in Organizations. San Francisco: Jossey-Bass Publisher,1993:35-70.
[93]Catherine S. Daus &Neal M. Ashkanasy. The case for the ability-based model of emotional intelligence in organizational behavior. Journal of Organizational Behavior,2005,26:453-466.
[94]Cattell,R.B.(1972)The nature and genesis of mood states:A theoretical model with experimental measurement concerning anxiety,depression Aroused and other mood States. 1nC.D.Spiel Berger(Ed.) , Anxiety : Current trends in theory and researeh(Vol.1).NewYork:Aeademic Press.
[95]Charies H.&Schwepker Jr . Ethical climate’s relationship to job satisfaction,organizational commitment,and turnover intention in the salesforce[J]. Journal of Business Research,2001,54:39-52.
[96]Charles,R M. Staff Tumover: Occasional Friend, Frequent Foe,and Continuing Frustration[J]. The Health Care Manager,1999,18:1-13.
[97]Chow,C.W. The effects of job standard tightness and compensation scheme on performance: an exploration of linkages[J]. The Accounting Review,1983,58:667-685.
[98]Cloyd,C.B. Performance in tax research tasks: the joint effects of knowledge and accountability[J]. The Accounting Review,1997,72:11-131.
[99]Cohen-Charash&Spector , P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
[100]Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
[101]Colquitt,J.A. On the dimensionality of ogranizational justiee: A construct validation of a measure[J].Journal of Applied Psychology,2001,86:386-400.
[102]Conlon,D.E.&Fasolo,P.M. Influence of third-party intervention and outcome on negotiator and constituent fairness judgments[J]. Academy of Management Journal,1990,33:833-846.
[103]Cotton,J.L.,D.A.Vollrath,K.L.Froggatt,M.L.Lengnick-Hall&K.R.Jennings. Employee participation: Diverse forms and different outcomes[J]. Academy ofManagement Review,1998,13,1:8-22.
[104]Coway JM. Distinguishing contextual performance from task performance for managerial jobs[J]. Journal of Applied Psychology,1999,84(1):3-13.
[105]Dalton,Todor&Krackhardt. Turnover Turned Over:An Expanded and Positive Perspective [J]. Academy of Management Review,1979,4.
[106] Davis, Gordon B.,Rosaamn Webb Collins, Eierman, and William D.Nance. Conceptual model for research on productivity in knowledge work (University of Minnersota,Carlson School of Management,Department Information and Decision Science),pp.130
[107]Dearman,D.T.&Shields,M.D. Cost Knowledge and Cost-Based Judgment Performance[J]. Journal of Management Accounting Research,2001,13:1-18.
[108]Dittrich J E, Carroll M R. Organizational Equity Perceptions, Employee Job Satisfaction,and Departmental Absence and Turn-over Rates[J]. Organization of behavior and Humn Performance,1979,24:29-40
[109]Dorfman, P. W. & Howell, J. P. Dimensions of national culture and effective leadership patterns: Hofstede revisited[J]. Advances in International Comparative Management,1988(3):127-150.
[110]Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
[111]Farh J.L, Podsakoff P M, Organ D W. Accounting for Organizational Citizenship Behavior:Leader Fairness and Task Scope Versus Satisfaction[J]. Journal of Management, 1990,16:705-722.
[112]Ferraro G. Cultural Anthropology:An Applied Perspective(2ed)[M].1995.
[113]Fessler,N.J. Experimental Evidence on the Links among Monetary Incentives,Task Attractiveness,and Task Performance[J]. Journal of Management Accounting Research,2003,15:161-176.
[114]Fields,D.,Pang,M.&Chiu,C. Distributive and procedural justice as predictors of employee outcomes in Hong Kong[J]. Journal of Organizational Behavior,2000,21:547-562.
[115]Folger,R.&Konovsky,M.A. Effects of Procedural and distributive justice on reactions to pay raise decisions[J]. Academy of Management Joumal,1989,32: 115-130.
[116]French , J.R.P.&B.Raven. The Bases of Social Power. Studies in SocialPower[D].Ed. D.Cartwright.Ann Arbor,MI:University of Michigan Press,1959.
[117]Gaertner S. Structural determinants of job satisfaction and organizational commitment in turnover model[J]. Human Resource Management Review,1999,9(4):479-493.
[118]Gerth,Hans&C.Wright Mills. From Max Weber: Essays in Sociology[D]. New York: Oxford University Press,1958.
[119]Greenberg,J. Social influence model of employee theft: Beyond the fraud triangle[D]. Greenwich,CT:JAI Press,1997.
[120]Greenberg , J. Looking fair vs. being fair: Management impressions of organizational justice. Research in Organizational Behavior,1990b,12:111-157.
[121]Greenberg, J. Organizational justice:Yesterday, today, and tomorrow[J]. Journal of Management, 1990,16(2):399-432
[122]Greenberg,J. The social side of fairness:Interpersonal and informational classes of organizational justice[D]. Hillsdale,NJ: Erlbaum,1993:79-103.
[123]Griffeth,R.W.,Hom,P.W.&Gaertner,S. A meta-analysis of antecedents and correlates of employee turnover:Update,moderator tests,and research implications for the next millennium[J]. Journal of Management,2000,26:463-488.
[124]Griffin J.J&Mahon JF. The Corporate Social Performance and Corporate Financial Performance Debate:Twenty-Five Years of Incomparable Research[J]. Business and Society,1997.
[125]Helton, B.Ray. Achieving white collar whitewater performance by organizational alignment[J].National Productivity Review(Spring 1991), pp.227-244.
[126]Hofstede. Culture's Consequences:Comparing Values,Behaviors, Institutions,and Organizations Across Nations[M]. Thousand Oaks,CA:Sage Publications,2001.
[127]Hofstede G. Culture’s consequences[M]. Beverly Hills,CA:Sage,1980:92-98.
[128]Hofstede , Geert. Culture's Consequences : International Differences in Work-Related Values[M]. Abridged ed. Newbury Park,California:Sage Publications,1982.
[129]Hofstede. Riding the Waves of Commerce:A Test of Trompenaars Model of National Culture Differences[J]. International Journal of Intercultural Relations,1996,20,2:189-198.
[130]Hsu F L K. American and Chinese: Passage to differences(3rded)[M].Honolulu:University of Havaii Press,1981.
[131]James ortada Editor.Rise of the knowledge worker.Butterworth-Heinemann,1998,pp.1-9.
[132]Jiing-Lih Farh.&P.Christopher Earley.&Shu-ChiLin. Impetus for action:A cultural analysis of justice and organizational Citizenship Behavior in Chinese Society. Administrative Science Quarterly,1997,42,3:ABI/INFORM Global pg.421.
[133]Kerry David Carson PhD,Paula Phillips Carson PhD,Gwen Fontenot PhD, John J. Burdin Jr,MS Structured Interview Questions for Selecting Productive, Emotionally Mature, and Helpful Employees[J]. The Health Care Manager,2005,24(3):209-215.
[134]Kim,W.C.&Mauborgne,R.A. Procedural justice,attitudes,and subsidiary top management compliance with multinationals’corporate strategic decisions[J]. Academy of Management Journal,1993,36:502-526.
[135]Kirkman B L,Lowe K B,Gibson C B. A quarter century of culture’s consequences: A review of empirical research incorporating Hofstede’s cultural values framework[J]. Journal of International Business Studies,2006,37(3):285-320.
[136]Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
[137]Konovsky,M.A.&Pugh,S.D. Citizenship behavior and social exchange[J]. Academy of Management Journal,1994,37:656-669.
[138]Korsgaard,M.A.,Schweiger,D.M.&Sapienza,H.J.Building commitment,attachment,and trust in strategic decision-making teams: The role of procedural justice[J]. Academy of Management Journal,1995,38:60-84.
[139]Kotter J P. The psychological contract[J].California Management Review,1973,15:91-99
[140]Leventhal,G.S. What should be done with equity theory?[J]. Social exchange: Advances in theory and research,1980:27-55.
[141]Levinson H, Price C R, Munden K J, et al. Men, Management and Mental Health[M]. Cambridge: Havard University Press,1962.
[142]Lewin and R.Lippitt.An Experimental Approach to the Study of Autocracy and Democracy:A Preliminary Note[J].Sociometry,1938(1),pp.292-300
[143]Li Ye, Long Lirong, Liu Ya. Review of organizational justice research[J]. Advances in Psychological Science, 2003,11(1):78~84
[144]Libby,R.&Lipe,M.G. Incentive effects and the cognitive processes involved in accounting judgments[J]. Journal of Accounting Research,1992,30:249-273.
[145]Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
[146]McFarlin,D.B.&Sweeney,P.D. Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes[J]. Academy of Management Journal,1992,35:626-637.
[147]Meyer J P&Allen N J. Commitment in the workplace[D]. Thousand oaks,CA: Sage.Copyright 1997 by Sage Publications,Inc.1997:118-119.
[148]Michaels,C.E.,&Spector,P.E. Cause of Employee Tumover: A Test of The Mobley,Griffeth,Hand and Meglino Model[J]. Journal of Applied Psychology,1982,67:53-59.
[149]Mobley W.H. Employee Turnover , Cause , consequences and control[J]. Addison-Wesley,1982.
[150]Mobley W H,Horner S&Hollingsworth. An Evaluation of Precursors of Hospital Employee Turnover[J]. Journal of Applied Psychology,1978,63(4): 408-414.
[151]Mobley W H. Intermediate Linkages in the Relationship between Job Satisfaction and Employee Turnover[J]. Journal of Applied Psychology,1977,62: 237-240.
[152]Moorman,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship?[J]. Jounral of Applied Psychology,1991,76:845-855.
[153]Moorhead , G.&R.W.Griffin. Organizational Behavior[M]. Boston: Houghton Mifflin Company,1989.
[154]Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior?[J]. Academy of Management Journal,1998,41:351-357.
[155]Mowday R,Porter L&Steers R. Employee organization linkages:The psychology of commitment,absenteeism,and turnover[M]. New York:Academic Press,1982.
[156]Mowday, R. T., Steers, R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior,1979,14:224-247.
[157]Mowen,J.C.,Middlemist,R.D.&Luther D. Joint Effects of Assigned Goal Level and Incentive Structure on Task Performance:A Laboratory Study[J]. Journal of Applied Psychology,1981,66:598-603.
[158]Mulder,M. Group Structure,motivatie and prestatie[M]. Group structure,motivation and performance,1958.
[159]Mulder M.,J.R.Ritsema van Eck&R.D.De Jong. An Organization in Crisis and Non-crisis Situations[J]. Human Relations,1971,24,1:19-41.
[160]Mulder,M. The Daily Power Game[M]. Leiden: Martinus Nijhoff,1977.
[161]NEELYAY. Business performance measurement : theory and practice[M]. Cambridge University Press,2002.
[162] Niehoff B.P.,&Moorman R.H. Justice as a Mediator of the Relationship Between Methods of Monitoring and Organizational Citizenship Behavior[J], Academy of Management Journal,1993,36(3):527-556
[163]Nilsson,L.G. Motivated memory:Dissociation between performance data and subjective reports[J]. Psychological Research,1987,49:183-188.
[164]O’Reilly,C.F.&Chatmen,J. Organizational Commitment and Psychological Attachment: The Effects of Compliance,Identification,and Internalization on Prosocial Behavior[J]. Journal of Applied Psychology,1986,71:492-499.
[165]Organ,D.W.Motivational basis of organziational citizenship behavior[J]. Research in Organizational Behaivr,1988(12),43-72
[166]Paine,J B.&Organ,D W. The cultural matrix of organizational citizenship behavior:some preliminary conceptual and empirical observations[J].Human resource management review,2000,10:45-59.
[167] Peng K P, Nisbett R E. Culture, Dialectics, and Reasoning About Contradiction[J]. American Psychologist,1999,54:741-754.
[168]Podsakoff PM,Mackenzie SB,Paine JB,et al. Organizational citizenship behaviors:A critical review of the theoretical and empirical literature and suggestions for future research[J].Journal of Management,2000,26(3):513-563.
[169]Porter L.M.,Steers RM,Mowday RT,et al. Organizational commitment,job Satisfaction and turnover among psychiatric technicians[J].Journal of Applied Psychology,1974,59(3):603-609.
[170]Porter L.W.&Steer R.M. Organizational Work and Personal Factors in Employee Tumover and Absenteeism[J]. Psychological Bulletin,1973,180:151-176.
[171]Price J.L. Reflections on the Determinants of Voluntary Turnover[J]. International Journal of Manpower,2001,12:115-141.
[172]R.M.Stodill and A.E.Coons(Ends.).Leader Behavior:Its Description and Measurement, Research Monograph, No.88, Colubus, Ohio:Bureau of Business Research,Ohio,State University.
[173] Randall D.M. The consequences of organizational commitment: Methodologicalinvestigation[J]. Journal of Organizational Behavior,1999,11(5):361-378.
[174]Reichers , A.E. A Review and Reconceptualization of Organizational Commitment[J]. Academy of Management Review,1985,10:465-476.
[175]Robert J.Parker&James M.Kohlmeyer. Organizational justice and tumover in public accounting firms: a research note Accounting Organizations and Soeiety[J],2005(30):358-369.
[176]Rosin,H.M., & korabik, K. Workplace variables, affective response, and intention to leave among women managers[J]. Journal of Occupational Psychology, 1991. 64 (4):317-330.
[177]Salovey p.&Mayer J.D.Emotional intelligence[J]. Magination, Cognition, and Personality,1990,9:185-211.
[178]Schaubroeck,J.,May,D.R.&Brown,F.W. Procedural justice explanations and employee reactions to economic hardship: A field experiment[J]. Journal of Applied Psychology,1994,79:455-460.
[179]Schein E H. Organizational Psychology[M]. Englewood Cliffs: Prentice-Hall, 1965.
[180]Schein E H. Organizational psychology[M]. New Jersey:Prentice-Hall,1980.
[181]Schneider,B. The climate for service: An application of the climate construct[J]. Organizational climate and culture,1990:383–412.
[182] Scholl R W, Cooper E A, Mckenna J F. Referent selection in determining equity perceptions:Differential effects on behavioral and attitudinal outcomes[J]. Personnel Psychology,1987,40:113-124.
[183]Sprinkle , G.B. The Effect of Incentive Contracts on Learning and Performance[J].The Accounting Review,2000,75(3):299-326.
[184]Steers R. M. Antecedents and outcomes of organizational commitment[J]. Administrative Science Quarterly,1977,22:46-56.
[185]Sweeney , P.D.& McFarlin , D.B. Workers’evaluations of the“ends”and the“means”:An examination of four models of distributive and Porcedural justice[J]. Organizational Behavior and Human Decision Processes,1993,55:23-40.
[186]Tannenbaum,A.S.,B.Kacic,M.Rosner,M.Vianello,&G.Wieser. Hierarchy in Organizations[M]. San Francisco: Jossey-Bass,1974.
[187]Taylor,M.S.,Tracy,K.B.,Renard,M.K.,Harrison,J.K.&Carroll,S.J.Due process in performance appraisal: A quasi-experiment in procedural justice[J]. Administrative Science Quarterly,1995,40:495-523.
[188]Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,N J,Erlbaum,1975.
[189]Thomas N.Martin&John C,Hafer. The Multiplicative Interaction Effects of Job Involvement and Organizational Commitment on the Tumover Intentions of Full-and Part-Time Employees[J]. Journal of Vocational Behavior 46,1995:310-331.
[190]Tyler,T.R.&Bies,R.J. Beyond formal Porcedures:The interpersonal context of Procedural justice[D],In J.Caorrll(Ed.),Advances in applied social psychology: Business settings,Hillsdale,NJ: Erlbaum,1990:77-98.
[191]Tyler, Tom R., and Steven L., Blader. Cooperation in Groups:Procedural Justice,Social Identity,and Behavioral Engagement[M]. Phiadephia, PA:Psychology Press,2000.
[192]Van Scotter JR&Motowidlo SJ. Interpersonal facilitation and job dedication as separate facets of contextual perfomrance[J]. Journal of Applied Psychology,1996,81:525-531.
[193]Vecchio,R.P. The contingent-noncontingent compensation controversy: an attempt at resolution[J]. Human Relations,1982,35:449-462.
[194]Wiener Y. Commitment in organizations: A normative view[J]. Academy of Management Review,1982,7(3):418-428.
[195]Wiener,Y.&Vardi,Y. Relationships between job, organization,and career commitments and work outcomes-an integrative approach[J]. Organizational Behavior and Human Performance,1980,26: 81-96.
[196]Williams , L. J. & Anderson , S. E. Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors[J]. Journal of Management,1991,17:601.
[197]Williams,L.J.&Hazer,J.T. Antecedents and consequences of satisfaction and conmitmet in tumover models: Reanalysis using latent variable structural equation methods[J]. Journal of Applied Psychology,1986,71:219-231.
[198]Wright,W.F.&M.E.Aboul-Ezz. Effects of extrinsic incentives on the quality of frequency assessments[J]. Organizational Behavior and Human Decision Processes,1988,41:143-152.
2甄艳.振兴吉林老工业基地与民营经济的发展[J].新长征,2004,12:13-15.
3 Peter Drucker. The Coming of the New Organization[J]. Havard Business Review, 1998, 66(1):45-65.
1 Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1: 43-55.
2解志韬,石金涛,祝金龙.组织公平对员工组织公民行为影响的实证研究[J].现代管理科学,2009(7):72-73.
1冯静波.民营企业的管理机制问题及对策研究[D].湖南大学,2001.
2 Organ, Bateman. Job Satisfaction and the good soldier:The relationship between affect and employee“citizenship”[J]. Academy of management journal,1983.
3 Organ, D.W.Motivational basis of organziational citizenship behavior. Research in Organizational Behavior,1988(12),43-72.
1李国荣,彭松建.民营经济概论[M],北京:北京大学出版社,2004.
1李国荣,彭松建.民营经济概论[M],北京:北京大学出版社,2004.
1 (美)彼得·杜拉克. 21世纪的管理挑战[M].北京:生活、读书、新知三联书店,2000,pp131-156.
2刘琴,徐拥军,陈幸华.论知识型员工的激励[J].求索,2005(5).
3陈丽红.高新技术企业知识型员工的特点与管理策略[J].中国人才,2007,5:70-71.
4丁敏,吴昊.论知识型员工的特点及管理途径[J].阜阳师范学院学报(社会科学版),2002,5:128-129.
5常志勇.浅议知识型员工的特点与管理策略[J].科技信息,2008,14:132-133.
6李艳.我国高新技术企业知识型员工管理的现状与策略研究[J].皖西学院学报,2008,24(8):81-83.
1彭毓蓉.关于民营企业人才流失的思考[J].云南财经大学学报,2006,12:62-64.
1 Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology,NewYork: Academic press,1965,2:267-299.
2 Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
3 Scholl R W, Cooper E A, Mckenna J F. Referent selection in determining equity perceptions:Differential effects on behavioral and attitudinal outcomes[J]. Personnel Psychology,1987,40:113-124.
1 Adams, J.S.& Freedman, S. Equity theory revisited:Comments and annotated bibliography. Advances in experimental social psychology, 1976,9:43-90.
2 Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology, NewYork: Academic press, 1965, 2:267-299.
3 Walster, E., Walster, G.W., & Berscheid, E. Equity:Theory and research. Allyn&Bacon, 1978.
1关培兰.组织行为学[M].北京:中国人民大学出版社,2002.
2 Greenberg, J. On the apocryphal nature of inequity distress. Plenum, 1984, 167-188.
1 Greenberg, J.& Folger, R. Procedural justice, participation, and the fair process effect in groups and organizations. Basic group process, 1983, 235-256
2 Folger. R., & Greenberg, J. Procedural justice: An interpretive analysis of personnel systems. Research in personnel and human resources management, 1985, 3:141-183
3 Greenberg, J., & Tyler, T.R. Why procedural justice in organizations. Social Justice Research, 1987.1:127-142
4 Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,N J,Erlbaum,1975.
5 Leventhal,G.S. What should be done with equity theory[J]. Social exchange: Advances in theory and research,1980:27-55.
1 Moomran,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship[J]. Jounral of Applied Psychology,1991,76:845-855.
2 Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior[J]. Academy of Management Journal,1998,41:351-357.
3 Pillai, R., Schriesheim, C.A., Williams, E.S. Fairness perception and trust as meditors for transformational ad transactional leadership: A two-sample study. Journal of Management, 1999,25(6):897-933.
4 Tyler,T.R.&Bies,R.J. Beyond formal Porcedures:The interpersonal context of Procedural justice[D],In J.Caorrll(Ed.),Advances in applied social psychology: Business settings,Hillsdale,NJ: Erlbaum,1990:77-98.
5 Aquino, K. Relationships among pay inequity, perceptions of procedural justice,and organizational citizenship[J]. Employee Responsibilities and Rights Journal,1995, 8: 21-33
6 Bies, R.J.,& Shapiro, D.L. Interactional fairness judgements: The influence of causal accounts[J]. Social Justice Research, 1987,1:199-218.
7 Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
8 Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1:43-55.
9 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
1洪振顺.组织公正对组织公民行为影响之研究—信任关系观点.国立中山大学学报,1998.
2赖志超,黄光国.程序正义与分配正义:台湾企业员工的正义知觉与工作态度[J].台湾:中华心理学刊,2000,42 (02):174-190.
3 Alexander,S.,&Ruderman,M. The role of Procedural and distributive justice in organizational behavior. Social Justice Research,1987,1: 177-198.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,229-231.
2 Cohen-Charash&Spector,P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
3 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
1 Van den Bos, Kees. Assimilation and contrast in organizational justice: The role of primed mindsets in the psychology of the fair process effect. Organizational Behavior and Human Decision Processes, 2002,89:860-880.
2 Murphy, Susan M. Organizational justice: An examination of antecedents and consequences. Unpublished doctoral dissertation, the University of Illinois, 1997.
1李晔,龙立荣,刘亚.组织公正感研究进展[J].心理科学进展,2003,11(1):78-84.
2 Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
3 McFarlin,D.B.&Sweeney,P.D. Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes[J]. Academy of Management Journal,1992,35:626-637.
4 Korsgaard,M.A.,Schweiger,D.M.&Sapienza,H.J.Building commitment,attachment,and trust in strategic decision-making teams: The role of procedural justice[J]. Academy of Management Journal,1995,38:60-84.
5 Taylor,M.S.,Tracy,K.B.,Renard,M.K.,Harrison,J.K.&Carroll,S.J.Due process in performance appraisal: A quasi-experiment in procedural justice[J]. Administrative Science Quarterly,1995,40:495-523.
6 Schaubroeck,J.,May,D.R.&Brown,F.W. Procedural justice explanations and employee reactions to economic hardship: A field experiment[J]. Journal of Applied Psychology,1994,79:455-460.
7 Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior[J]. Academy of Management Journal,1998,41:351-357.
8 Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
9 Konovsky,M.A.&Pugh,S.D. Citizenship behavior and social exchange[J]. Academy of Management Journal,1994,37:656-669.
10陈晓翠.基于组织公平的HW公司绩效管理体系改进研究[D].东北财经大学,2007.
1 Erdogan B. Antecedents and consequences of justice perceptions in performance appraisals[J]. Human Resource Management Review, 2002,12:555-578.
2周浩,龙立荣,王燕等.分配公正、程序公正、互动公正影响效果的差异[J]心理学报,2005,37(5):687-693.
3陈晓翠.基于组织公平的HW公司绩效管理体系改进研究[D].东北财经大学,2007.
1 Weiss, H.M., Suckow, K., Cropanzano, R. Effects of justice conditions on discrete emotions. Journal of Applied Psychology, 1999, 84:786-794.
2 Zohar, D. The justice perspective of job stress. Journal of Organizational Behavior, 1995,16:487-495.
3 Fox, S., Spector, P.E., Miles, D. Counterproductive work behavior(CWB) in response to job stressors and organizational justice:Some mediator and moderator tests for autonomy and emotionals. Journal of Vocational Behavior, 2001,59:291-309.
4 Tepper, B.J. Health consequences of organizational injustice: Tests of main and interactive effects. Organizational Behavior and Human Decision Processes, 2001,86:198-215.
1 Murphy, Susan M. Organizational justice: An examination of antecedents and consequences. Unpublished doctoral dissertation, the University of Illinois, 1997.
1李晔等.组织公平感的形成机制研究进展[J].人类工效学,2002(1).40.
2DeCremer, D. Exploring the instrumental versus non-instrumental aspect of procedural fairness:The usefulness of a person X situation approach. In: F.Columbus(Eds). Advances in Psychology Research. Huntington, N.Y.: Nova Science, 2002.
3Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,NJ,Erlbaum,1975.
1Lind, E. A.& Tyler, T.R. The Social Psychology of Procedural Justice. New York: Plenum, 1988.
2 Tyler, T.R., Degoey, P. & Smith, H. Understanding why the justice of group procedures matters: A test of the psychological dynamics of the group-value model. Journal of Personality and Social Psychology, 1996, 70:913-930.
1伍晓奕.组织公平性理论及其对管理实践的启示[J].广东外语外贸大学学报,2005,16(4):66-70.
2俞文钊.现代激励理论与应用[M].大连:东北财经大学出版社,2006:155-156.
3李宝润.公平理论的新构思[J].企业管理,1996(11).41.
1米家乾.组织公正性理论研究述评.商业研究,2004,6:86-90.
1 Bernardin,H.J.&Beatty,R.W. Performance appraisal: assessing human behavior at work[J]. Journal of occupational behavior,1984,15(5):36-49.
1王弘钰.劳务派遣工的组织公平、组织认同与工作绩效关系研究[D].吉林大学,2010.
2 Campbell,J.P,McCloy,R.A,Oppler,S.H & Sager,C.E. A Theory of Performance[M]. In: N.Schmitt & WC Borman(ed.). Personnel Selection in Organizations. San Francisco: Jossey-Bass Publisher,1993:35-70.
3 Campbell, J.P., Modeling the performance prediction problem in industrial and organizatioanl psychology[R]. In M.D.Dunnete, L.M.Hough(Eds.), handbook of industrial and organizational psychology, Palo Alto, CA:Consulting Psychology Press.1990
4 Hunt, S.T. Generic Work Behavior: An Investigation into the Dimensions of Entry, Hourly Job Performance[J]. Personnel Psychology, 1996,49:51-83.
1 Smith, C.A., Dennis, W., Organ& Near, J.P. Organizational Citizenship Behavior: Its Nature and Antecedent[J]. Journal of Applied Psychology, 1983,4:475-480.
2 Brief, A.P.& Motowidlo, S.J. Prosocial Organizational Behaviors[J]. Academy of Management Review, 1986,11(4):710-725.
3 Van Dyne, L., Cummings, L.L.& Parks, J.M, Extra-role Behaviors: In Pursuit of Construct and Definitional Clarity(a bridge over muddied waters). In L.L. Cummings,& B.M. Staw(Eds), Research in Organizational Behavior(Vol.17, pp.215-285). Greenwich, C T:JAI Press,1995.
4 George, J. M.& Brief, A.P. Feeling Good-doing good: A Conceptual Analysis of the Mood at Working-Organizational Spontaneity Relationship[J]. Psychological Bulletin,1992.
5 Brumbrach. Performance Management[M]. London: The Cron-well Press, 1988.
6 Michael Armstrong & Angela Baron. Performance Management[M]. Londo: The Cromwell Press, 1998.
7 Wayne, A., Hochwarter, Charles Kacmar, Pamela. Perceived Organizational Support as a Mediator of the Relationship between Politics Perception and Work Outcomes: Vocational Behavior, 2003,20(63):438-456.
1 Borman,W.C.&Motowidlo,S.J. Expanding the criterion domain include elements of contextual performance[J]. Personnel selection in organizations. Sanfrancisco: Jossey-Bass,1993:71-98.
1 Borman,W.C.&Motowidlo,S. J. Task Performance and Contextual Performance: The Meaning for Personnel Selection Research[J]. Human Performance,1997(a),10(2):99-109.
2温志毅.工作绩效的四因素结构模型[J].首都师范大学学报:社会科学版,2005 (05):105-111.
3 Williams, L. J. & Anderson,S. E. Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors[J]. Journal of Management,1991,17:601.
4 Janssen, O. & Van Yperen, N.W. Employee’s Goal Orientations, the Quality of Leader-member Exchange, and the Outcomes of Job Performance and Job Satisfaction[J]. Academy of Management Journal, 2004,27(3):368-384.
5 Pulakos, E.D., Arad, S., Domovan, M.A.& Planondon, K. E. Adaptability in the Workplace: Development of Taxonomy of Adaptive Performance[J]. Journal of Applied Psychology, 2000(b),85:612-624.
1 Vecchio,R.P. The contingent-noncontingent compensation controversy: an attempt at resolution[J]. Human Relations,1982,35:449-462.
2 Awasthi,V.,&Pratt,J. The effects of financial incentives on effort and decision performance: the role of cognitive characteristics[J]. The Accounting Review,1990,65:797-811.
3 Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay for performance: an experimental investigation[J]. Academy of management journal,2007,50(2):387-405.
4 Sprinkle,G.B. The Effect of Incentive Contracts on Learning and Performance[J].The Accounting Review,2000,75(3):299-326.
5 Dearman,D.T.&Shields,M.D. Cost Knowledge and Cost-Based Judgment Performance[J]. Journal of Management Accounting Research,2001,13:1-18.
6 Libby,R.&Lipe,M.G. Incentive effects and the cognitive processes involved in accounting judgments[J]. Journal of Accounting Research,1992,30:249-273.
7 Fessler,N.J. Experimental Evidence on the Links among Monetary Incentives,Task Attractiveness,and Task Performance[J]. Journal of Management Accounting Research,2003,15:161-176.
1 Chow,C.W. The effects of job standard tightness and compensation scheme on performance: an exploration of linkages[J]. The Accounting Review,1983,58:667-685.
2 Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay for performance: an experimental investigation[J]. Academy of management journal,2007,50(2):387-405.
3 Nilsson,L.G. Motivated memory:Dissociation between performance data and subjective reports[J]. Psychological Research,1987,49:183-188.
1黄英忠.人力资源管理[M].台北:台北三民书局,1997.
2张勉,李树茁.雇员主动离职心理动因模型评述[J].心理科学进展,2002(9):330-344
3谢晋宇.雇员流动管理[M].天津,南开大学出版社,2001:214
4 Dalton,Todor&Krackhardt. Turnover Turned Over:An Expanded and Positive Perspective [J]. Academy of Management Review,1979,4.
5 Abelson, M. A. Examination of avoidable and unavoidable turnover[J]. Journal of Applied Psychology,1986,72(3): 382-386.
1谢晋宇.雇员流动管理[M].南开大学出版社,2001:214-215.
2崔勋.员工个人特征对组织承诺与离职意愿的影响研究[J].南开管理评论,2003,4:4-11
3张勉,李树茁.雇员主动离职心理动因模型评述[J].心理科学进展,2002,10(3):337-339.
4张勉,张德,李树茁.IT企业技术员工离职意图路径模型实证研究[J].南开管理评论,2003,4:12-19.
5 J.G.March& H.A.Simon. Organizations[M].New York:Wiley,1958
1 Mobley, W.H., Griffeth, R.W, Hand, H.H.&Meglin. B. M. Review and Conceptual Analysis of the Employee Turnover Process[J]. Psychological Bulletin, 1979, Vol.86, No.3, 493-522.
1张言彩,韩玉启.国外员工离职研究文献描述性分析及综述[J].技术经济,2007,8:75-76.
2王安平.我国民营科技企业人才流失现状分析与对策研究[D].西南师范大学,2002.
1王玉芳.我国民营科技企业人才流失原因分析与对策研究[D].中国海洋大学,2008.
1 Guralnik, D.B. The Webster’s New World Dictionary of the American Language. NJ: Prentice Hall, 1971.
2 Porter L.M.,Steers RM,Mowday RT,et al. Organizational commitment,job Satisfaction and turnover among psychiatric technicians[J].Journal of Applied Psychology,1974,59(3):603-609.
3 Mobley W H. Intermediate Linkages in the Relationship between Job Satisfaction and Employee Turnover[J]. Journal of Applied Psychology,1977,62: 237-240.
4符益群.企业员工离职影响因素探讨[D]暨南大学,2002..
5李震.国有和私营体制下员工离职倾向的对比实证研究[D]话中科技大学,2004..
1 Allen D.G. and Griffeth R.W. Test of a Mediated Performance-Turnover Relationship Highlighting the Moderating Roles of Visibility and Reward Contingency. Journal of Applied Psychology, 2001,86:1014-1021.
2 Charles,R M. Staff Tumover: Occasional Friend, Frequent Foe,and Continuing Frustration[J]. The Health Care Manager,1999,18:1-13.
1 O’Reilly,C.F.&Chatmen,J. Organizational Commitment and Psychological Attachment: The Effects of Compliance,Identification,and Internalization on Prosocial Behavior[J]. Journal of Applied Psychology,1986,71:492-499.
2 Becker H S. Notes on the Concept of Commitment[J]. American Journal of Sociology, 1960,66:32-42
1 Morrow P C. Concept redundancy in organizational research: The case of work commitment. Academy of Management Review, 1983, 8(3):486-500
2 Argris C. Understanding Organizational Behavior. London: Tavistock Publications, 1960.
3 Levinson H, Price C. R, Manden K. J, et al. Men, Management and mental health. Cambridge: Harvard University Press, 1962.
4陈加州,凌文辁,方俐洛.组织中的心理契约[J].管理科学学报,2001,4(2):74-78
1 Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly,1974,19:533-546.
2 Mowday,R. T.,Steers,R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior, 1979,14:224-247.
1 Allen N.J.&Meyer J.P. The Measurement and Antecedents of Affective,Continuance and Normative Commitment to the Organization[J]. Journal of Occupational Psychology,1990,63:1-18.
1 Meyer J P&Allen N J.Testing the“side-bet”theory of organizational commitment:Some methodological considerations. Journal of Applied Psychology, 1984,69(3):372-378.
1凌文辁,张治灿,方俐洛.中国职工组织承诺研究[J].中国社会科学,2001(2):90-102.
2 Meyer J P&Allen N J.Testing the“side-bet”theory of organizational commitment:Some methodological considerations. Journal of Applied Psychology, 1984,69(3):372-378
1 Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly,1960,19: 533-546.
2 Mowday, R. T., Steers, R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior, 1979, 14: 224-247.
3 Wiener Y. Commitment in organizations: A normative view[J]. Academy of Management Review,1982,7(3):418-428.
1 Hrebiniak, L.G.& Alutto, J.A. Personal and Role-Related Factors in The Development of Organizational Commitment[J]. Administrative Science Quarterly, 1972, Vol,17:555-573.
2 Mathieu I., Zajac D. A review and Meta-analysis of the antecedents correlates, and consequences of organizational commitment[J]. Psychological Bulletin,1990(108):171-194.
1 Morris, James H., and J. D. Sherman. Generalizability of An Orgaizational Commitment Model[J]. Academy of Management Journal, 1981,24(3),516.
1 Reichers,A.E. A Review and Reconceptualization of Organizational Commitment[J]. Academy of Management Review,1985,10:465-476.
2 Gerth,Hans&C.Wright Mills. From Max Weber: Essays in Sociology[D]. New York: Oxford University Press,1958.
3 French,J.R.P.&B.Raven. The Bases of Social Power. Studies in Social Power[D].Ed. D.Cartwright.Ann Arbor,MI: University of Michigan Press,1959.
1 Mulder,M. The Daily Power Game[M]. Leiden: Martinus Nijhoff,1977.
1 Moorhead,G.&R.W.Griffin. Organizational Behavior[M]. Boston: Houghton Mifflin Company,1989.
1 Tannenbaun,A.S.,B.Kacic,M.Rosner,M.Vianello,&G.Wieser. Hierarchy in Organizations[M]. San Francisco: Jossey-Bass,1974.
1 Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
2 Aryee, Samuel, Chen, Zhen Xiong, and Budhwar, Pawan S. Exchange Fairness and employee performance: An examination of the relationship between organizational politics and procedural justice[J]. Organizational Behavior and Human Decision Processes. 2004(94).
1 Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
2 Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
1 Folger,R.&Konovsky,M.A. Effects of Procedural and distributive justice on reactions to pay raise decisions[J]. Academy of Management Joumal,1989,32: 115-130.
2 Dubinsky, A.J.& Levy, M. Influence of organizational justice on work outcomes of retail salespeople[J]. Journal of Retailing, 1989,65(2):221-252.
3 Iverson, R.D.& Roy, P. A causal model of behavioral commitment: Evidence from a study of Australian blue-collar employee[J]. Journal of Management, 1994,20(1):15-41.
4 Tang, Thomas Li-Ping& Sarsfield-Baldwin, Linada J. Distributive and Procedual Justice as Related to Satisfaction and Commitment[J]. Sam Advanced Management Journal, 1996,61(3):25-31.
5 Roberts, J.A., Coulson, K.R.& Chonko, L.B. Salesperson perceptions of equity and justice and their impact on organizational commitment and intent to turnover[J]. Journal of Marketing Theory and Practice,1999:1-16.
6 Sarminah Samad. Procedural and Distributive Justice: Differential Effects on Employee;s Work outcomes[J]. The Business Review, Cambridge, Summer 2006:212-217.
1 Randall D.M. The consequences of organizational commitment: Methodological investigation[J]. Journal of Organizational Behavior,1999,11(5):361-378.
2 Steers R. M. Antecedents and outcomes of organizational commitment[J]. Administrative Science Quarterly,1977,22:46-56.
3 Kraut, A.I. Predicting Turnover of Employees from Measured Job Attitudes[J].Organizational Behavior and Human Performance, 1975, Vol.13, 233-243.
1 Organ D W. Organizational Citizenship Behavior: The good soldier syndrome. Lexington, 1988:4.
2 Moomran,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship[J]. Jounral of Applied Psychology,1991,76:845-855.
1 Paine,J B.&Organ,D W. The cultural matrix of organizational citizenship behavior:some preliminary conceptual and empirical observations[J].Human resource management review,2000,10:45-59.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,161-175
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,293-294.
2李怀祖.管理研究方法论[M].西安交通大学出版社,2004:96-105.
1陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,312-329.
1 Sharma, S., Durand, R.M., and Gur-Arie, O. Identification and Aanlysis of Moderator Variables. Journal of Marketing Research[J], 1981(3):291-300.
2 Baron, R.M., and Kenny, D.A. The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations. Journal of Personality and Social Psychology[J], 986(6):1173-1182.
3陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,312-329.
1 Aiken, L.S.,& West, S.G. Multiple Regression: Testing and Interpreting Interactions[M]. Newbury Park, CA: Sage, 1991.
2 Howard, L. W. Validity evidence for measures of procedural/distributive justice and pay/ benefit satisfaction. Journal of Business and Psychology, 1999, 14(1):135-147.
1 Ambrose, M. L., Cropanzano, R. A longitudinal analysis of Organizational fairness:An examination of reactions to tenure and promotion decisions[J]. Journal of AppliedPsychology, 2003, 88(2):266-275.
2 Moorman, R.H. Relationship between organizational justice and organizational citizenship behaviors:Do fairness perceptions influence employee citizenship[J]. Journal of Applied Psychology, 1991, 76(6):845-855.
3 Niehoff B.P.,&Moorman R.H. Justice as a Mediator of the Relationship Between Methods of Monitoring and Organizational Citizenship Behavior[J], Academy of Management Journal,1993,36(3):527-556.
4 Colquitt,J.A. On the dimensionality of ogranizational justiee: A construct validation of a measure[J].Journal of Applied Psychology,2001,86:386-400.
1 Drucker P F. Knowledge-worker Productivity: the Biggest Chanllenge, California Management Review, 1999,41(2)
2 Woodruffe C. What is meant by a competencyDisigning and Achieving Competence: A Competence Based Approach to Developing People and Organizations, McGraw-Hill, Maidenhead.1992
1 Rosin,H.M., & korabik, K. Workplace variables, affective response, and intention to leave among women managers[J]. Journal of Occupational Psychology, 1991. 64 (4):317-330.
1 Williams, Steve. The effects of distributive and procedural justice on performance. The Journal of Psychology, 1999,1333(2):183.
2 Cohen-Charash&Spector,P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
3 D.W.Organ. Organizational Citizenship Behavior:The Good Solider Syndrome[M]. Lexington Books, 1988.
1郭晓薇.权力距离感公平感与组织公民行为关系的调节作用研究[J].心理科学,2006,29(2):433-436.
[1](美)保罗·S·麦耶斯.知识管理与组织设计[M].珠海:珠海出版社,1998,251-265.
[2] (美)彼得·杜拉克. 21世纪的管理挑战[M].北京:生活、读书、新知三联书店,2000,pp131-156
[3]蔡婷婷.心理契约对国有企业员工工作绩效影响的实证研究[D].北京化工大学,2006.
[4]陈超然,卢光莉,樊长春.领导理论演变的探析[J].郑州航空工业管理学院学报:社会科学版,2004(4):12-13.
[5]陈虎,江景丽.民营企业人才流失的成因及治理[J].企业经济,2004(3):148-149.
[6]陈亮,段兴民.基于行为的工作绩效结构理论研究述评[J].科研管理,2008,29 (02):133-142.
[7]陈曦.民营企业人才流失问题的探索[J].辽宁商务职业学院学报(社会科学版),2003,(4):30-31.
[8]陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008,161-175.
[9]陈志霞.知识员工组织支持感对工作绩效和离职倾向的影响[D].华中科技大学,2006.
[10]崔勋.员工个人特性对组织承诺与离职意愿的影响研究[J].南开管理评论,2003(4):4-11.
[11]邓桂枝著.组织公平性、组织公民行为与服务公平性的关系[M].广州:中山大学出版社.2009.
[12]邓劲松.知识型企业的组织认同与员工忠诚[J].企业经纬,2002(02):38-39.
[13]冯静波.民营企业的管理机制问题及对策研究[D].湖南大学,2001.
[14]冯丽霞.企业财务分析与绩效评价[M].长沙:湖南人民出版社,2002:142-185.
[15]方振邦.绩效管理[M].北京:中国人民大学出版社,2003.
[16]关培兰.组织行为学[M].北京:中国人民大学出版社,2002.
[17]韩翼.雇员工作绩效结构模型构建与实证研究[D].华中科技大学,2006.
[18]韩翼.廖建桥.组织成员绩效结构理论研究述评[J].管理科学学报,2006, 9(02):86-94.
[19]胡斌红.知识员工的组织认同与工作效能研究[J].山西高等学校社会科学学报,2007,19 (12):77-79.
[20]胡卫鹏,时勘.组织承诺的进展与展望[J].心理科学进展,2004,12(1):103-110.
[21]黄茂兴.十年来我国民营科技企业的发展透析及策略思考[J].中国科技产业,2003,(6):23-26.
[22]黄晔.美国成功企业留住人才的秘诀[J].国际人才交流,2004(10 ):24-25.
[23]黄英忠.人力资源管理[M].台北:台北三民书局,1997.
[24]江新艳,廖建桥.组织公平感对员工工作绩效的影响机制研究[J].江西社会科学,2007,(09):152-156.
[25]蒋军.员工的组织公平感、组织承诺与离职倾向的关系研究[D].浙江大学,2008.
[26]赖志超,黄光国.程序正义与分配正义:台湾企业员工的正义知觉与工作态度[J].台湾:中华心理学刊,2000,42 (02):174-190.
[27]李超平,时勘.分配公平与程序公平对工作倦怠的影响[J].心理学报,2003,35 (05):677-684.
[28]李帆.基于战略管理背景下的企业绩效评价研究—以资源型企业为例[D].中国地质大学(北京)图书馆,2006:24-36.
[29]李国荣,彭松建.民营经济概论[M],北京大学出版社,2004
[30]李小青.组织公平与工作绩效的关系研究[D].广东外语外贸大学,2008.
[31]李晔,龙立荣,刘亚.组织公正感研究进展[J].心理科学进展,2003,11(1):78-84.
[32]李晔,龙立荣,刘亚.组织公平感的形成机制研究进展[J].人类工效学,2002,8 (01):38-41.
[33]林帼儿,陈子光,钟建安.组织公平文献综述及未来的研究方向[J].心理科学,2006,29(4):1016-1018.
[34]凌文辁,张治灿,方俐洛.影响组织承诺的因素探讨[J].心理学学报,2001(3):259-263.
[35]刘小平,王重鸣.中西方文化背景下的组织承诺及其形成[J].外国经济与管理,2002,24(1):17-22.
[36]刘亚,龙立荣,李晔.组织公平感对组织效果变量的影响[J].管理世界,2003,(03):126-132.
[37]刘亚.组织公平感的结构及其与组织效果变量的关系[D].华中师范大学,2002.
[38]卢光莉.高校教师组织承诺研究[D].河南大学,2005.5.
[39]吕晓俊.组织公平感在绩效评估中的作用机制[J].科技管理研究,2005(3):73-75.
[40]骆旭江. IT企业员工组织公平、组织政治知觉对压力的影响研究[D].浙江大学,2008.
[41]米家乾.组织公正性理论研究述评[J].商业研究,2004,(06):86-90.
[42]彭璧玉.心理契约及其管理效应.[J]华南师范大学学报:社会科学版,2005(2):17-21.
[43]皮永华.组织公正与组织公民行为、组织报复行为之间关系的研究—基于中国人“大七”人格维度的分析[D].浙江大学,2006.
[44]冉斌.目标与绩效管理[M].深圳:海天出版社,2002.
[45] Robert . F. Devellis.量表编制理论与应用[M].魏勇刚,龙长权,宋武(译).重庆:重庆大学出版社,2004.
[46]石金涛.现代人力资源开发与管理[M].上海:上海交通大学出版社,2001.
[47]石伟.国有企业员工离职意愿影响因素的实证研究[J].江海学刊,2005(3):80-84.
[48]孙慧芳.知识型员工的特点及其激励原则[J].合肥工业大学学报:社会科学版:2004,18 (4):70-73.
[49]王建华.新形势下我国民营科技企业发展的战略思考[J].民营科技企业,2003,(11):11-16.
[50]王君.组织公正、组织信任与离职意向关系的实证研究[D].首都经济贸易大学,2007.
[51]温志毅.工作绩效的四因素结构模型[J].首都师范大学学报:社会科学版,2005 (05):105-111.
[52]吴佳辉,林以正.中庸思维量表的编制.[J]本土心理学研究(台湾).2005,(20):247-300.
[53]伍晓奕.组织公平性理论及其对管理实践的启示[J].广东外语外贸大学学报,2005,16 (04):66-70.
[54]夏春,王晓娟,朱永新.公平感对离职倾向的影响[J].统计观察,2007(1):70-71.
[55]熊毅.家族企业成长中企业家特质变动与企业治理[J].中南财经政法大学学报,2004(6)
[56]严效新,李成江,赵永乐.企业员工组织公平与组织公民行为关系的实证研究[J].现代管理科学,2009,(07):80-83.
[57]杨杰,方俐洛,凌文铨.绩效评价的若干问题[J].应用心理学,2000,6(02):53-58.
[58]杨文轩.审视中国民营企业[M].北京:中国三峡出版社,2005
[59]张勉,张德.组织承诺研究评述[J].武汉市经济管理干部学院学报,2002(3):29-34.
[60]张锐.组织承诺和离职倾向关系的实证研究[D].西南财经大学,2007.
[61]张兆国.高级财务管理[M].武汉:武汉大学出版社,2002:28-45.
[62]郑伯埙.家长式领导三元模式:构念修正与再验证[D].台湾行政院国家科学委员会补助专题研究计划:华人本土心理学研究追求卓越延续计划书,2004.
[63]郑伯埙.组织行为研究在台湾[M].台北:杜冠图书股份有限公司,2003.
[64]郑灵燕.高科技产业人才流失率的成因分析[J].科技.人才.市场,2002,(6):50-52.
[65]周杰.企业员工组织公正感与组织公民行为的关系[J].心理科学,2009,32(4):997-999.
[66]朱海华,晏钢.知识型员工的组织认同与忠诚度研究[J].现代管理科学,2006,(07):85-86.
[67]Abelson, M. A. Examination of avoidable and unavoidable turnover[J]. Journal of Applied Psychology,1986,72(3): 382-386.
[68] Adams, J. S. Toward an understanding of inequity[J]. Journal of Abnormal and Social Psychology, 1963,67:422-436
[69]Adams,J.S. Inequity in social exehange[D],In L.Berkowitz(Ed.),Advances in experimental social psychology,NewYork: Academic press,1965,2:267-299.
[70]Alexander,S.,&Ruderman,M. The role of Procedural and distributive justice in organizational behavior. Social Justice Research,1987,1: 177-198.
[71]Allen N.J.&Meyer J.P. The Measurement and Antecedents of Affective ,Continuance and Normative Commitment to the Organization[J]. Journal of Occupational Psychology,1990,63:1-18.
[72]Ambrose, M. L., Cropanzano, R. A longitudinal analysis of Organizational fairness:An examination of reactions to tenure and promotion decisions[J]. Journal of AppliedPsychology, 2003, 88(2):266-275
[73]Aquino, K. Relationships among pay inequity, perceptions of procedural justice,and organizational citizenship[J]. Employee Responsibilities and Rights Journal,1995,8:21-33
[74]Argyris C P. Understanding Organizational Behavior[M].Homewood:Dorsey Press,1960
[75]Arvey & MurPhy. Performance Evaluation in Work Setting[J]. Annual Review Psychology,1998,49:141-168.
[76]Ashkanasy. Rumous of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior. Organiz. Behav,2005,26:441-452
[77]Avery, D. R.,&Quinones, M. A. Disentangling the effects of voice: The incremental roles of opportunity, behavior, and instrumentality in predictingprocedural fairness. Journal of Applied Psychology, 2002,87:81-86
[78]Awasthi,V.,&Pratt,J. The effects of financial incentives on effort and decision performance: the role of cognitive characteristics[J]. The Accounting Review,1990,65:797-811.
[79]Baron, R. M., & Kenny, D. A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 1986, 51(6): 1173-1182.
[80]Becker H S. Notes on the Concept of Commitment[J]. American Journal of Sociology,1960,66:32-42.
[81]Bernardin,H.J.&Beatty,R.W. Performance appraisal: assessing human behavior at work[J]. Journal of occupational behavior,1984,15(5):36-49.
[82]Beruvides, M.G. and D.J.Sumanth. Knowledge work:A conceptual analysis and structure. Productivity Management Frontiers edited by D.J.Suman(Elsevier Science Publishers B.V.,1987,pp.127-138.
[83]Bies,R.J.&Moag,J.F. Interactional justice: Communication criteria of fairness[D]. Greenwich,CT: JAI Press,1986,1:43-55.
[84]Blader, S. L., Chang, Chia-Chi, Tyler, T. R. Procedural justice and retaliation in organizations: Comparing cross-nationally the importance of fair group processes. The International Journal of Conflict Management 2001, 12(4): 295-311
[85]Bochner S,Hesketh B. Power distance,individualism/collectivism,and job-related attitudes in a culturally diverse work group[J]. Journal of Cross-Cultural Psychology,1994,25(2):233-257.
[86]Borman W C, Motowidlo SJ. Expanding the Criterion Domain to Indlude Elements of Contestual Performance [J]. Journal of Psychology,1996,8:52-53.
[87]Borman,W.C.&Motowidlo,S.J. Expanding the criterion domain include elements of contextual performance[J]. Personnel selection in organizations. Sanfrancisco: Jossey-Bass,1993:71-98.
[88] Borman,W.C.&Motowidlo,S. J. Task Performance and Contextual Performance: The Meaning for Personnel Selection Research[J]. Human Performance,1997(a),10(2):99-109.
[89]Brumbrach. Performance management[M] .London:The Cronwell Press,1988:15.
[90]Buchanan B. Building organizational commitment: The socialization of managers in work organizations[J]. Administrative science quarterly , 1974 , 19 : 533-546.
[91]Cadsby,C.B.,Song,F.,&Tapon,F. Sorting and incentive effects of pay forperformance: an experimental investigation[J]. Academy of management journal,2007,50(2): 387-405.
[92]Campbell,J.P,McCloy,R.A,Oppler,S.H & Sager,C.E. A Theory of Performance[M]. In: N.Schmitt & WC Borman(ed.). Personnel Selection in Organizations. San Francisco: Jossey-Bass Publisher,1993:35-70.
[93]Catherine S. Daus &Neal M. Ashkanasy. The case for the ability-based model of emotional intelligence in organizational behavior. Journal of Organizational Behavior,2005,26:453-466.
[94]Cattell,R.B.(1972)The nature and genesis of mood states:A theoretical model with experimental measurement concerning anxiety,depression Aroused and other mood States. 1nC.D.Spiel Berger(Ed.) , Anxiety : Current trends in theory and researeh(Vol.1).NewYork:Aeademic Press.
[95]Charies H.&Schwepker Jr . Ethical climate’s relationship to job satisfaction,organizational commitment,and turnover intention in the salesforce[J]. Journal of Business Research,2001,54:39-52.
[96]Charles,R M. Staff Tumover: Occasional Friend, Frequent Foe,and Continuing Frustration[J]. The Health Care Manager,1999,18:1-13.
[97]Chow,C.W. The effects of job standard tightness and compensation scheme on performance: an exploration of linkages[J]. The Accounting Review,1983,58:667-685.
[98]Cloyd,C.B. Performance in tax research tasks: the joint effects of knowledge and accountability[J]. The Accounting Review,1997,72:11-131.
[99]Cohen-Charash&Spector , P.E. The role of justice in organizations: A meta-analysis[J]. Organizational Behavior and Human Decision Processes,2001,2:78-86.
[100]Colquitt,J.A.,Conlon,D.E.,Wesson,M.J.,Porter,C.O.&Ng,K. Justice at the millennium: A meta-analytic review of 25 years of organizational justice research[J]. Journal of Applied Psychology,2001,86:425-445.
[101]Colquitt,J.A. On the dimensionality of ogranizational justiee: A construct validation of a measure[J].Journal of Applied Psychology,2001,86:386-400.
[102]Conlon,D.E.&Fasolo,P.M. Influence of third-party intervention and outcome on negotiator and constituent fairness judgments[J]. Academy of Management Journal,1990,33:833-846.
[103]Cotton,J.L.,D.A.Vollrath,K.L.Froggatt,M.L.Lengnick-Hall&K.R.Jennings. Employee participation: Diverse forms and different outcomes[J]. Academy ofManagement Review,1998,13,1:8-22.
[104]Coway JM. Distinguishing contextual performance from task performance for managerial jobs[J]. Journal of Applied Psychology,1999,84(1):3-13.
[105]Dalton,Todor&Krackhardt. Turnover Turned Over:An Expanded and Positive Perspective [J]. Academy of Management Review,1979,4.
[106] Davis, Gordon B.,Rosaamn Webb Collins, Eierman, and William D.Nance. Conceptual model for research on productivity in knowledge work (University of Minnersota,Carlson School of Management,Department Information and Decision Science),pp.130
[107]Dearman,D.T.&Shields,M.D. Cost Knowledge and Cost-Based Judgment Performance[J]. Journal of Management Accounting Research,2001,13:1-18.
[108]Dittrich J E, Carroll M R. Organizational Equity Perceptions, Employee Job Satisfaction,and Departmental Absence and Turn-over Rates[J]. Organization of behavior and Humn Performance,1979,24:29-40
[109]Dorfman, P. W. & Howell, J. P. Dimensions of national culture and effective leadership patterns: Hofstede revisited[J]. Advances in International Comparative Management,1988(3):127-150.
[110]Farh,J.L.,Earley,P.C.&Lin,S. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese Society[J]. Administrative Science Quarterly,1997,42:421-444.
[111]Farh J.L, Podsakoff P M, Organ D W. Accounting for Organizational Citizenship Behavior:Leader Fairness and Task Scope Versus Satisfaction[J]. Journal of Management, 1990,16:705-722.
[112]Ferraro G. Cultural Anthropology:An Applied Perspective(2ed)[M].1995.
[113]Fessler,N.J. Experimental Evidence on the Links among Monetary Incentives,Task Attractiveness,and Task Performance[J]. Journal of Management Accounting Research,2003,15:161-176.
[114]Fields,D.,Pang,M.&Chiu,C. Distributive and procedural justice as predictors of employee outcomes in Hong Kong[J]. Journal of Organizational Behavior,2000,21:547-562.
[115]Folger,R.&Konovsky,M.A. Effects of Procedural and distributive justice on reactions to pay raise decisions[J]. Academy of Management Joumal,1989,32: 115-130.
[116]French , J.R.P.&B.Raven. The Bases of Social Power. Studies in SocialPower[D].Ed. D.Cartwright.Ann Arbor,MI:University of Michigan Press,1959.
[117]Gaertner S. Structural determinants of job satisfaction and organizational commitment in turnover model[J]. Human Resource Management Review,1999,9(4):479-493.
[118]Gerth,Hans&C.Wright Mills. From Max Weber: Essays in Sociology[D]. New York: Oxford University Press,1958.
[119]Greenberg,J. Social influence model of employee theft: Beyond the fraud triangle[D]. Greenwich,CT:JAI Press,1997.
[120]Greenberg , J. Looking fair vs. being fair: Management impressions of organizational justice. Research in Organizational Behavior,1990b,12:111-157.
[121]Greenberg, J. Organizational justice:Yesterday, today, and tomorrow[J]. Journal of Management, 1990,16(2):399-432
[122]Greenberg,J. The social side of fairness:Interpersonal and informational classes of organizational justice[D]. Hillsdale,NJ: Erlbaum,1993:79-103.
[123]Griffeth,R.W.,Hom,P.W.&Gaertner,S. A meta-analysis of antecedents and correlates of employee turnover:Update,moderator tests,and research implications for the next millennium[J]. Journal of Management,2000,26:463-488.
[124]Griffin J.J&Mahon JF. The Corporate Social Performance and Corporate Financial Performance Debate:Twenty-Five Years of Incomparable Research[J]. Business and Society,1997.
[125]Helton, B.Ray. Achieving white collar whitewater performance by organizational alignment[J].National Productivity Review(Spring 1991), pp.227-244.
[126]Hofstede. Culture's Consequences:Comparing Values,Behaviors, Institutions,and Organizations Across Nations[M]. Thousand Oaks,CA:Sage Publications,2001.
[127]Hofstede G. Culture’s consequences[M]. Beverly Hills,CA:Sage,1980:92-98.
[128]Hofstede , Geert. Culture's Consequences : International Differences in Work-Related Values[M]. Abridged ed. Newbury Park,California:Sage Publications,1982.
[129]Hofstede. Riding the Waves of Commerce:A Test of Trompenaars Model of National Culture Differences[J]. International Journal of Intercultural Relations,1996,20,2:189-198.
[130]Hsu F L K. American and Chinese: Passage to differences(3rded)[M].Honolulu:University of Havaii Press,1981.
[131]James ortada Editor.Rise of the knowledge worker.Butterworth-Heinemann,1998,pp.1-9.
[132]Jiing-Lih Farh.&P.Christopher Earley.&Shu-ChiLin. Impetus for action:A cultural analysis of justice and organizational Citizenship Behavior in Chinese Society. Administrative Science Quarterly,1997,42,3:ABI/INFORM Global pg.421.
[133]Kerry David Carson PhD,Paula Phillips Carson PhD,Gwen Fontenot PhD, John J. Burdin Jr,MS Structured Interview Questions for Selecting Productive, Emotionally Mature, and Helpful Employees[J]. The Health Care Manager,2005,24(3):209-215.
[134]Kim,W.C.&Mauborgne,R.A. Procedural justice,attitudes,and subsidiary top management compliance with multinationals’corporate strategic decisions[J]. Academy of Management Journal,1993,36:502-526.
[135]Kirkman B L,Lowe K B,Gibson C B. A quarter century of culture’s consequences: A review of empirical research incorporating Hofstede’s cultural values framework[J]. Journal of International Business Studies,2006,37(3):285-320.
[136]Konovsky,M.A.&Cropanzano,R. Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance[J]. Journal of Applied Psychology,1991,76:698-707.
[137]Konovsky,M.A.&Pugh,S.D. Citizenship behavior and social exchange[J]. Academy of Management Journal,1994,37:656-669.
[138]Korsgaard,M.A.,Schweiger,D.M.&Sapienza,H.J.Building commitment,attachment,and trust in strategic decision-making teams: The role of procedural justice[J]. Academy of Management Journal,1995,38:60-84.
[139]Kotter J P. The psychological contract[J].California Management Review,1973,15:91-99
[140]Leventhal,G.S. What should be done with equity theory?[J]. Social exchange: Advances in theory and research,1980:27-55.
[141]Levinson H, Price C R, Munden K J, et al. Men, Management and Mental Health[M]. Cambridge: Havard University Press,1962.
[142]Lewin and R.Lippitt.An Experimental Approach to the Study of Autocracy and Democracy:A Preliminary Note[J].Sociometry,1938(1),pp.292-300
[143]Li Ye, Long Lirong, Liu Ya. Review of organizational justice research[J]. Advances in Psychological Science, 2003,11(1):78~84
[144]Libby,R.&Lipe,M.G. Incentive effects and the cognitive processes involved in accounting judgments[J]. Journal of Accounting Research,1992,30:249-273.
[145]Masterson,S. S.,Lewis,K.,Goldman,B.M.,&Taylor,M.S. Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships[J]. Academy of Management Journal,2000,43:738-748.
[146]McFarlin,D.B.&Sweeney,P.D. Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes[J]. Academy of Management Journal,1992,35:626-637.
[147]Meyer J P&Allen N J. Commitment in the workplace[D]. Thousand oaks,CA: Sage.Copyright 1997 by Sage Publications,Inc.1997:118-119.
[148]Michaels,C.E.,&Spector,P.E. Cause of Employee Tumover: A Test of The Mobley,Griffeth,Hand and Meglino Model[J]. Journal of Applied Psychology,1982,67:53-59.
[149]Mobley W.H. Employee Turnover , Cause , consequences and control[J]. Addison-Wesley,1982.
[150]Mobley W H,Horner S&Hollingsworth. An Evaluation of Precursors of Hospital Employee Turnover[J]. Journal of Applied Psychology,1978,63(4): 408-414.
[151]Mobley W H. Intermediate Linkages in the Relationship between Job Satisfaction and Employee Turnover[J]. Journal of Applied Psychology,1977,62: 237-240.
[152]Moorman,R.H. Relationship between organizational justice and ogranizational citizenship behavior: Do fairness perceptions influence employee citizenship?[J]. Jounral of Applied Psychology,1991,76:845-855.
[153]Moorhead , G.&R.W.Griffin. Organizational Behavior[M]. Boston: Houghton Mifflin Company,1989.
[154]Moorman,R.H.,Blakely,G.L.&Niehoff,B.P. Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior?[J]. Academy of Management Journal,1998,41:351-357.
[155]Mowday R,Porter L&Steers R. Employee organization linkages:The psychology of commitment,absenteeism,and turnover[M]. New York:Academic Press,1982.
[156]Mowday, R. T., Steers, R. M. & Porter, L. W. The measurement of organizational commitment[J]. Journal of Vocational Behavior,1979,14:224-247.
[157]Mowen,J.C.,Middlemist,R.D.&Luther D. Joint Effects of Assigned Goal Level and Incentive Structure on Task Performance:A Laboratory Study[J]. Journal of Applied Psychology,1981,66:598-603.
[158]Mulder,M. Group Structure,motivatie and prestatie[M]. Group structure,motivation and performance,1958.
[159]Mulder M.,J.R.Ritsema van Eck&R.D.De Jong. An Organization in Crisis and Non-crisis Situations[J]. Human Relations,1971,24,1:19-41.
[160]Mulder,M. The Daily Power Game[M]. Leiden: Martinus Nijhoff,1977.
[161]NEELYAY. Business performance measurement : theory and practice[M]. Cambridge University Press,2002.
[162] Niehoff B.P.,&Moorman R.H. Justice as a Mediator of the Relationship Between Methods of Monitoring and Organizational Citizenship Behavior[J], Academy of Management Journal,1993,36(3):527-556
[163]Nilsson,L.G. Motivated memory:Dissociation between performance data and subjective reports[J]. Psychological Research,1987,49:183-188.
[164]O’Reilly,C.F.&Chatmen,J. Organizational Commitment and Psychological Attachment: The Effects of Compliance,Identification,and Internalization on Prosocial Behavior[J]. Journal of Applied Psychology,1986,71:492-499.
[165]Organ,D.W.Motivational basis of organziational citizenship behavior[J]. Research in Organizational Behaivr,1988(12),43-72
[166]Paine,J B.&Organ,D W. The cultural matrix of organizational citizenship behavior:some preliminary conceptual and empirical observations[J].Human resource management review,2000,10:45-59.
[167] Peng K P, Nisbett R E. Culture, Dialectics, and Reasoning About Contradiction[J]. American Psychologist,1999,54:741-754.
[168]Podsakoff PM,Mackenzie SB,Paine JB,et al. Organizational citizenship behaviors:A critical review of the theoretical and empirical literature and suggestions for future research[J].Journal of Management,2000,26(3):513-563.
[169]Porter L.M.,Steers RM,Mowday RT,et al. Organizational commitment,job Satisfaction and turnover among psychiatric technicians[J].Journal of Applied Psychology,1974,59(3):603-609.
[170]Porter L.W.&Steer R.M. Organizational Work and Personal Factors in Employee Tumover and Absenteeism[J]. Psychological Bulletin,1973,180:151-176.
[171]Price J.L. Reflections on the Determinants of Voluntary Turnover[J]. International Journal of Manpower,2001,12:115-141.
[172]R.M.Stodill and A.E.Coons(Ends.).Leader Behavior:Its Description and Measurement, Research Monograph, No.88, Colubus, Ohio:Bureau of Business Research,Ohio,State University.
[173] Randall D.M. The consequences of organizational commitment: Methodologicalinvestigation[J]. Journal of Organizational Behavior,1999,11(5):361-378.
[174]Reichers , A.E. A Review and Reconceptualization of Organizational Commitment[J]. Academy of Management Review,1985,10:465-476.
[175]Robert J.Parker&James M.Kohlmeyer. Organizational justice and tumover in public accounting firms: a research note Accounting Organizations and Soeiety[J],2005(30):358-369.
[176]Rosin,H.M., & korabik, K. Workplace variables, affective response, and intention to leave among women managers[J]. Journal of Occupational Psychology, 1991. 64 (4):317-330.
[177]Salovey p.&Mayer J.D.Emotional intelligence[J]. Magination, Cognition, and Personality,1990,9:185-211.
[178]Schaubroeck,J.,May,D.R.&Brown,F.W. Procedural justice explanations and employee reactions to economic hardship: A field experiment[J]. Journal of Applied Psychology,1994,79:455-460.
[179]Schein E H. Organizational Psychology[M]. Englewood Cliffs: Prentice-Hall, 1965.
[180]Schein E H. Organizational psychology[M]. New Jersey:Prentice-Hall,1980.
[181]Schneider,B. The climate for service: An application of the climate construct[J]. Organizational climate and culture,1990:383–412.
[182] Scholl R W, Cooper E A, Mckenna J F. Referent selection in determining equity perceptions:Differential effects on behavioral and attitudinal outcomes[J]. Personnel Psychology,1987,40:113-124.
[183]Sprinkle , G.B. The Effect of Incentive Contracts on Learning and Performance[J].The Accounting Review,2000,75(3):299-326.
[184]Steers R. M. Antecedents and outcomes of organizational commitment[J]. Administrative Science Quarterly,1977,22:46-56.
[185]Sweeney , P.D.& McFarlin , D.B. Workers’evaluations of the“ends”and the“means”:An examination of four models of distributive and Porcedural justice[J]. Organizational Behavior and Human Decision Processes,1993,55:23-40.
[186]Tannenbaum,A.S.,B.Kacic,M.Rosner,M.Vianello,&G.Wieser. Hierarchy in Organizations[M]. San Francisco: Jossey-Bass,1974.
[187]Taylor,M.S.,Tracy,K.B.,Renard,M.K.,Harrison,J.K.&Carroll,S.J.Due process in performance appraisal: A quasi-experiment in procedural justice[J]. Administrative Science Quarterly,1995,40:495-523.
[188]Thibaut,J.W.&Walker,L. Procedural justice: A Psychological analysis[M]. Hillsdale,N J,Erlbaum,1975.
[189]Thomas N.Martin&John C,Hafer. The Multiplicative Interaction Effects of Job Involvement and Organizational Commitment on the Tumover Intentions of Full-and Part-Time Employees[J]. Journal of Vocational Behavior 46,1995:310-331.
[190]Tyler,T.R.&Bies,R.J. Beyond formal Porcedures:The interpersonal context of Procedural justice[D],In J.Caorrll(Ed.),Advances in applied social psychology: Business settings,Hillsdale,NJ: Erlbaum,1990:77-98.
[191]Tyler, Tom R., and Steven L., Blader. Cooperation in Groups:Procedural Justice,Social Identity,and Behavioral Engagement[M]. Phiadephia, PA:Psychology Press,2000.
[192]Van Scotter JR&Motowidlo SJ. Interpersonal facilitation and job dedication as separate facets of contextual perfomrance[J]. Journal of Applied Psychology,1996,81:525-531.
[193]Vecchio,R.P. The contingent-noncontingent compensation controversy: an attempt at resolution[J]. Human Relations,1982,35:449-462.
[194]Wiener Y. Commitment in organizations: A normative view[J]. Academy of Management Review,1982,7(3):418-428.
[195]Wiener,Y.&Vardi,Y. Relationships between job, organization,and career commitments and work outcomes-an integrative approach[J]. Organizational Behavior and Human Performance,1980,26: 81-96.
[196]Williams , L. J. & Anderson , S. E. Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors[J]. Journal of Management,1991,17:601.
[197]Williams,L.J.&Hazer,J.T. Antecedents and consequences of satisfaction and conmitmet in tumover models: Reanalysis using latent variable structural equation methods[J]. Journal of Applied Psychology,1986,71:219-231.
[198]Wright,W.F.&M.E.Aboul-Ezz. Effects of extrinsic incentives on the quality of frequency assessments[J]. Organizational Behavior and Human Decision Processes,1988,41:143-152.