劳务派遣工的组织公平、组织认同与反生产行为关系研究
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摘要
随着劳务派遣用工制度的不断发展，越来越多的企业使用劳务派遣工。在企业内，劳务派遣工与正式职工身份上存在差异，薪酬福利差距也较大。组织上的不公平，严重降低了劳务派遣工的工作热情，减少劳务派遣工的组织归属感。在大量使用劳务派遣工的企业内，反生产行为发生的频率也较高。劳务派遣工的公平问题日益得到学者们的关注。本文通过对吉林省电信行业的劳务派遣工进行问卷调查，将组织认同作为中介变量，来探讨组织公平、组织认同与反生产行为之间的关系。并通过相关分析、回归分析等数据统计方法，得出以下结论：
（1）劳务派遣工的组织公平对反生产行为具有负向影响，即企业提高组织公平程度有助于减少反生产行为。
（2）组织公平对组织认同具有正向影响。组织公平四个维度中的人际公平和程序公平对组织认同具有显著的正向影响。
（3）组织认同对反生产行为具有负向影响。即劳务派遣工的组织认同程度越高，反生产行为越少。
（4）组织认同在组织公平与反生产行为之间起到部分中介作用。本文所提的理论模型得到证明。
随着竞争的日益加剧，企业要想内有凝聚力，外有竞争力。企业管理者要重点关注劳务派遣工的组织公平问题，从企业的程序公平和人际公平着手，努力改善劳务派遣工的工作环境和条件。提高劳务派遣工组织认同程度，促使劳务派遣工积极努力工作，减少反生产行为，为企业创造更大的价值。
With the development of the labor dispatch system，more and more enterprises startto use dispatch employees. In business, there are some differences in status betweenlabor dispatch employees and the regular workers. And there is a large gap in thewelfare and benefits. Unfair on the organization, seriously reduce the enthusiasm for thework and the organizational identification.In the enterprises with many dispatchemployees, counterproductive work behaviors are prevalent. Equity for the dispatchemployees has become an important research field for scholars. My investigationobjects were labor dispatch employees of telecom industry in Jilin province. We usedorganizational identification as an intermediate variable to study the relationship oforganizational justice, organizational identification and counterproductive workbehaviors. Through some statistical analysis, such as Person Correlation Analysis,Hierarchical Regression,I found some discoveries as follows:
(1) There is a significant negative correlation between organizational justice andcounterproductive work behaviors. Improving organizational justice will help to reducecounterproductive work behaviors.
(2) Organizational justice is positively related to organizational identification.Theinterpersonal justice and procedure justice are significantly related to organizationalidentification.
(3) There is a significant negative correlation between organizational identification.and counterproductive work behaviors. That is, for dispatch workers,the higherorganizational identification, the less counterproductive work behaviors.
(4) Organizational identification holds a media role between organizational justiceand counterproductive work behaviors. And the media role is significant. The frame ofmy paper is right.
with competition increasing，if enterprises want to gain a competitive advantage，the business managers must put more attention to the organizational justice of labordispatch employees.They can start from procedure justice and interpersonal justice, toimprove the work environment and foster the organizational identification.In order tomake labor dispatch employees work harder, reduce counterproductive work behaviorsand create greater value for the enterprises.
（1）劳务派遣工的组织公平对反生产行为具有负向影响，即企业提高组织公平程度有助于减少反生产行为。
（2）组织公平对组织认同具有正向影响。组织公平四个维度中的人际公平和程序公平对组织认同具有显著的正向影响。
（3）组织认同对反生产行为具有负向影响。即劳务派遣工的组织认同程度越高，反生产行为越少。
（4）组织认同在组织公平与反生产行为之间起到部分中介作用。本文所提的理论模型得到证明。
随着竞争的日益加剧，企业要想内有凝聚力，外有竞争力。企业管理者要重点关注劳务派遣工的组织公平问题，从企业的程序公平和人际公平着手，努力改善劳务派遣工的工作环境和条件。提高劳务派遣工组织认同程度，促使劳务派遣工积极努力工作，减少反生产行为，为企业创造更大的价值。
With the development of the labor dispatch system，more and more enterprises startto use dispatch employees. In business, there are some differences in status betweenlabor dispatch employees and the regular workers. And there is a large gap in thewelfare and benefits. Unfair on the organization, seriously reduce the enthusiasm for thework and the organizational identification.In the enterprises with many dispatchemployees, counterproductive work behaviors are prevalent. Equity for the dispatchemployees has become an important research field for scholars. My investigationobjects were labor dispatch employees of telecom industry in Jilin province. We usedorganizational identification as an intermediate variable to study the relationship oforganizational justice, organizational identification and counterproductive workbehaviors. Through some statistical analysis, such as Person Correlation Analysis,Hierarchical Regression,I found some discoveries as follows:
(1) There is a significant negative correlation between organizational justice andcounterproductive work behaviors. Improving organizational justice will help to reducecounterproductive work behaviors.
(2) Organizational justice is positively related to organizational identification.Theinterpersonal justice and procedure justice are significantly related to organizationalidentification.
(3) There is a significant negative correlation between organizational identification.and counterproductive work behaviors. That is, for dispatch workers,the higherorganizational identification, the less counterproductive work behaviors.
(4) Organizational identification holds a media role between organizational justiceand counterproductive work behaviors. And the media role is significant. The frame ofmy paper is right.
with competition increasing，if enterprises want to gain a competitive advantage，the business managers must put more attention to the organizational justice of labordispatch employees.They can start from procedure justice and interpersonal justice, toimprove the work environment and foster the organizational identification.In order tomake labor dispatch employees work harder, reduce counterproductive work behaviorsand create greater value for the enterprises.
引文
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[M].New York:Cambridge University Press,1981.
[41]Tyler,T.R.&Blader,S.L.The Group Engagement Model:Procedural Justice, SocialIdentity,and Cooperative Behavior[J].Personalityand Social Psychology Review,2003,7:349-361.
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[2]Ashforth, B.E.&Mael, F. Social Identity Theory and the Organization [J].Academy of Management Review,1989,14(1):20-39.
[3]Baron,R.A.,&Neuman,J.H.(1998).Workplace aggression--the iceberg beneath thetip of workplace violence:evidence on its forms,frequency,and targets.PublicAdministration Quarterly,21(4),446-464.
[4]Bergami,M.&Bagozzi,R.P.Self-categorization,Affective Commitment and GroupSelf-esteem as Distinct Aspects of Social Identity in the Organization[J]. BritishJournal of Social Psychology,2000,(39):555-577.
[5]Brown,M.E.Identification and Some Conditions of Organizational Involvement [J].Administrative Science Quarterly,1969,14:346-355.
[6]Brown,R.J.&Ross,G.F.The Battle for Acceptance:An Investigation into theDynamics of Intergroup Behavior.In:Tajfel,H.(Ed.)Social Identity and IntergroupRelations,Cambridge University Press,1982.
[7]Cheney, G. The Rhetoric of Identification and the Study of OrganizationalCommunication [J].Quarterly Journal of Speech,1983,69(2):143-158.
[8]Cheung,Millissa F.Y.,Law,Monica C.C.Relationships of Organizational Justice andOrganizational Identification:The Mediating Effects of PerceivedOrganizational Support in Hong Kong[J].Asia Pacific Business Review,2008,14(2):213-231.
[9]Colquitt,J.A.,Conlon D.E.,Wesson M.J.,Porter C.O.,Ng K.Y.Justice at theMillennium: A Meta-analytic Review of25Years of OrganizationalJusticeResearch [J].Journal of Applied Psychology,2001,86:425–445.
[10]Colquitt,J.A.On the Dimensionality of Organizational Justice:A ConstructValidation of a Measure[J].Journal of Applied Psychology,2001,86(3):386–400.
[11]Dick,R.V.,Wagner,U.,Stellmacher,J.,et al.The Utility of a BroaderConceptualization of Organizational Identification:Which Aspect is Really Matter?
[12]Fox, S., Spector, P. E.,&Miles, D.(2001). Counterproductive work behavior(CWB) in response to job stressors and organizational justice: Some mediator andmoderator tests for autonomy and emotions. Journal of Vocational Behavior,59(3),291-309.
[13]Frone，M.R.(1998，April).predictors of workplace deviance among employedadoleseents. Paper Presented at the annual meeting of the Soeiety for Industrial andOrganizational Psyehology，Dallas，TX.
[14]Geddes,D.,&Baron,R.A.(1997).Workplace aggression as a consequence ofnegative performance feedback.Management Communication Quarterly,10(4),433.
[15]Greenberg,J.(1990).Employee theft as a reaction to underpayment inequity:Thehidden cost of pay cuts.Journal of Applied Psychology,75(5),561-568.
[16]Greenberg,J.&Scott,K.S.Why Do Workers Bite the Hands that Feed Them?Employee Theft as a Social Exchange Process[A].In B.M.Staw&L.L. Cummings(Eds.),Research in Organizational Behavior:Vol.18.An Annual Series of AnalyticalEssays and Critical Reviews.(pp.111-156):Greenwich,CT:JAI Press,1996.
[17]Harper,D.(1990).Spotlight Abuse-Save Profits.Industrial Distribution,79(3),47-51.
[18]Iyer,V.M.,Bamber,E.M.&Barefield,R.M.Identification of Accounting FirmAlumni with Their Former Firm:Antecedents and Outcomes[J]. Accounting, Organizations and Society,1997,22:315-336.
[19]Johnson,M.D.&Morgeson,F.P.Cognitive and Affective Identification inOrganizational Settings[J].Academy of Management Proceeding,pS1-S6.
[20].Journal of Occupational and Organizational Psychology,2004,77(2):171－191.
[21]Kwak,A.The Relationships of Organizational Injustice with EmployeeBurn out and Counterproductive Behaviors:Equity Sensitivity as a Moderator.Central Michigan University,PH.D thesis,2006.
[22]Lai,Chih-Chao Albert.Fairness,Social Identification,and Attitudes towardsWork.Unpublished Doctoral Dissertation,Cambridge University, Cambridge,1998.
[23]Lind,E.A.&Tyler,T.R.The Social Psychology of Procedural Justice[M].NewYork:Plenum,1988.
[24]Martinko,M.J.,Gundlach,M.J.,&Douglas,S.C.(2002).Toward an IntegrativeTheory of Counterproductive Workplace Behavior:A Causal Reasoning Perspective.International Journal of Selection&Assessment,10(1/2),36.
[25]Moorman,R.H.Relationship between Organizational Justice and OrganizationalCitizenship Behaviors:Do Fairness Perceptions Influence Employee Citizenship?[J].Journal of Applied Psychology,1991,76:845-855.
[26]Murphy,K.R.(1993).Honesty in the workplace.Belmont,CA US:Thomson Brooks/Cole Publishing Co.Parrott,W.G.,&Smith,R.H.(1993).Distinguishing theexperiences of envy and jealousy.Journal of Personality and Social Psychology,64(6),906-920.
[27]Olkkonen Maria-Elena&Lipponen Jukka.Relationships between OrganizationalJustice,Identification with Organization and Work Unit,and Group-relatedOutcomes [J].Organizational Behavior and Human Decision Processes,2006:202–215.
[28]Robinson,S.L.,&Bennett,R.J.(1995).A typology of deviant workplacebehaviors:A multidimensional scaling study.Academy of Management Journal,38(2),555-572.
[29]Bennett，R.J.，&Robinson，S.L.(2000).Development of a measure of workplacedeviance.Journalof Applied Psychology,85，349一360.
[30]Sackett, P. R.,&Berry, C. M.(2001). Counterproductive behaviors at work (Vol.personnel psychology).London：Sage Publications Ltd.
[31]Scholl,R.W.,Cooper,E.A.,McKenna,J.F.Referent Selection in Determining EquityPerceptions:Differential Effects on Behavioral and Attitudinal Outcomes [J].Personnel Psychology,1987,40:113-124.
[32]Schwarzwald,J.,Koslowsky,M.,&Shalit,B.(1992).A field study of employees'attitudes and behaviors after promotion decisions.Journal of Applied Psychology,77(4),511-514.
[33]Schrodt,P.The Relationship between Organizational Identification andOrganizational Culture:Employee Perceptions of Culture and Identification in aRetail Sales Organization[J].Communication Studies,2002.
[34] Scott W. O’Leary-Kelly, Robert J. Vokurka,（1998）. The empirical assessmentof construct validity：Journal of Operations Management16，387–405.
[35]Skarlicki,D.P.,Folger,R.,&Tesluk,P.(1999).PERSONALITY AS A MODERATORIN THE RELATIONSHIP BETWEEN FAIRNESS AND RETALIATION.Academy of Management Journal,42(1),100-108.
[36]Spector, P. E.,&Fox, S.(2002). An emotion-centered model of voluntary workbehavior: Some parallels between counterproductive work behavior andorganizational citizenship behavior. Human Resource Management Review,12(2),269-292.
[37]Spector, P. E.,&Fox, S.(2005). The Stressor-Emotion Model ofCounterproductive Work Behavior. In Counterproductive work behavior:Investigations of actors and targets.(pp.151-174). Washington, DC US: AmericanPsychological Association.
[38]Spector,P.E.,Fox,S.,Penney,L.M.,Bruursema,K.,Goh,A.,&Kessler,S.(2006).Thedimensionality of counterproductivity:Are all counterproductive behaviors createdequal?Journal of Vocational Behavior,68(3),446-460.
[39]Storms,P.L.,&Spector,P.E.(1987).Relationships of organizational frustration withreported behavioral reactions:The moderating effect of locus of control.Journal ofOccupational Psychology,60(3),227-234.
[40]Tajfel,H.Human Groups and Social Categories:Studies in Social Psychology
[M].New York:Cambridge University Press,1981.
[41]Tyler,T.R.&Blader,S.L.The Group Engagement Model:Procedural Justice, SocialIdentity,and Cooperative Behavior[J].Personalityand Social Psychology Review,2003,7:349-361.
[42]Turner,J.C.Rediscovering the Social Group:A Self-categorization Theory[M].New York:Blackwell,1987.
[43]van Dick,R.,Wagner,U.,Stellmacher,J.&Christ,O.The Utility of a BroaderConceptualization of Organizational Identification:Which AspectsReally Matter?Organizational Settings[J].Academy of Management Proceeding,pS1-S6.
[44]Van Yperen,N.W.,&Hagedoorn,M.(1996).Intent to leave and absenteeism asreactions to perceived inequity:The role of psychological and socialconstraints.Journal of Occupational&Organizational Psychology,69(4),367-372.
[45]韩雪松.基于组织特征视角的企业组织认同模型研究[J].生产力研究，2007,(23):113-115.
[46]郭辉辉.反生产行为与组织不公正：归因风格的调节作用[D].河南大学，2011.
[47]孔凡晶.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[D].吉林大学，2010.
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