组织公正对变革的影响研究：LMX的中介作用
|
摘要
当前,企业界频繁的发生着企业战略转型、并购、裁员等组织变革活动,特别是近年的经济危机加剧变革的频次,企业对变革管理认识的需求更加强烈。本研究结合中国企业的变革管理现状,把握当前研究趋势,旨在探讨组织变革情境下组织公正与LMX、员工变革反应等结果变量之间的关系。
近几十年来,组织公正一直是组织行为学研究领域的热点问题。作者将当前有关组织公正理论的研究趋势大体归为四条主线：(1)组织公正的前因和结果变量的界定,在这方面组织公正学者已经做了相当充分的工作；(2)影响组织公正效应的调节变量和中介变量研究,这条主线是近年来组织公正研究的主要趋势之一,越来越多的学者将其他组织理论纳入到组织公正领域加以研究；(3)将组织公正置于特定情境中,探讨组织公正产生的独特效应；(4)组织公正的整合研究,有一批学者开始把目光转移到组织公正理论的整合趋势的研究上,目前主流的整合理论包括团体介入模型、公正启发式理论、不确定性管理理论和公正理论。其中第一种研究路径已经相对成熟,而第四种研究趋势在国内研究相对较少,因此本研究遵循第二和第三种研究趋势,对特定情境下的组织公正作用机制做探索性的研究。
具体来说,本研究将组织变革反应的测量设定在以组织变革为背景的特定模拟情境中,探讨组织公正效应。有研究证实,组织公正与变革反应等结果变量之间的关系不完全是直接起作用的,社会交换理论的引入能够做出更多的解释,因此本研究加入LMX,检验其对组织公正效应的中介作用。另外,员工沉默是近年来才被组织行为学者关注的一种员工行为,却又是普遍存在于所有企业里的一种组织现象,已有研究表明信任等组织变量能够对沉默行为进行预测,但是就组织公正与员工沉默之间的关系还未有过讨论,本研究的研究目的之一就是探讨它们之间的关系。
本研究主要采用问卷调查的方法,以110名浙江企业员工为调查对象,经数据整理与分析,得到以下结论：(1)组织公正量表、组织变革反应量表、组织认同量表和员工沉默量表都具备良好的信度和效度；(2)组织公正能够对LMX、变革反应、组织认同进行预测；(3)LMX能够影响变革反应、组织认同和员工沉默；(4)LMX能够部分中介作用于组织公正与变革反应和组织认同。具体来说,程序公正能对LMX、消极情绪和组织认同进行预测；分配公正能对消极情绪、控制应对和对变革的抵制进行预测；互动公正能对LMX和控制应对进行预测。LMX能有效预测控制应对、组织认同和员工沉默。互动公正部分通过LMX对控制应对产生影响；程序公正部分通过LMX对组织认同产生影响。文章的最后对研究的意义及其局限作了探讨。
Currently, the frequent business transformation have taken place in corporate, just as enterprises'strategic transition, M&A, layoffs and other organizational change activities, especially the economic crisis has broken out in recent years, the more frequent change happened, the stronger needs of enterprise change management awareness. In terms of management situations of Chinese enterprises, with recent research trends, this study try to search for the relationships between organizational justice and outcome variables, such as LMX, reactions to organizational change, etc.
In recent decades, organizational justice has been a hot issue in the research field of organizational behavior. The author categorizes the research trends of organizational justice theory broadly into four major streams:(1) defined the antecedent and outcome variables of organizational justice (boundary conditions), in which many scholars has already done adequately; and (2) mediating and moderating effects on the relationships of organizational justice and organizational variables, which is the main trend of studies in organizational justice in recent years, and more and more scholars have began to introduce other organization theories into the research field of organizational justice; (3) research in a specific context, to test the unique effects produced by organizational justice; (4) the integrating research of organizational justice, some scholars was going to shifted focus on the integration of organizational justice theory, and the recent mainstream of organizational justice theory including Group Engagement Theory, Fairness Heuristic Theory, Uncertainty Management Theory and Fairness Theory. The first research path has been relatively mature, while the fourth stream in China is relatively less, so this study was to follow the second and third research streams, exploring the mechanism of organizational justice in the specific contexts.
Specifically, this study measure reactions to organizational change in the context of organizational change, in order to test the effect of organizational justice. Some evidences suggest that organizational justice has indirect effect on outcome variables such as reactions to organizational change and so on. Social Exchange Theory has been introduced to enhance the explanations, so that to test LMX as a mediator. In addition, employee silence as a behavior is concerned several years ago, but is prevalent in all enterprises. Although studies suggest that organization variables (eg, trust, etc.) can predict employee silence behaviors, the relationship of organizational justice and employee silence has never been examined, that is one of the purposes of this study.
This study used a questionnaire survey approach with 110 samples from Zhejiang enterprises, getting the following conclusions:(1) organizational justice scale, reactions to organizational change scale and employee silence scale all have a good reliability and validity; (2) organizational justice can predict LMX, reactions to organizational change, organizational identification and employee silence; (3) LMX influences reactions to organizational change, organizational identification and employee silence; (4) LMX as a part mediator on the relationship of organizational justice and reactions to organizational change and organizational identification. Specifically, procedural justice can predict LMX, negative emotions and organizational identification; distributive justice can predict negative emotions, control coping and reactions to organizational change; interactional justice can predict LMX and control coping. LMX can predict control coping, organizational identification and employee silence. LMX partly mediate the effect of interactional justice on control coping, while LMX partly mediate the effect of procedural justice on organizational identification. Finally, the article studies the meaning and limitations discussed.
近几十年来,组织公正一直是组织行为学研究领域的热点问题。作者将当前有关组织公正理论的研究趋势大体归为四条主线：(1)组织公正的前因和结果变量的界定,在这方面组织公正学者已经做了相当充分的工作；(2)影响组织公正效应的调节变量和中介变量研究,这条主线是近年来组织公正研究的主要趋势之一,越来越多的学者将其他组织理论纳入到组织公正领域加以研究；(3)将组织公正置于特定情境中,探讨组织公正产生的独特效应；(4)组织公正的整合研究,有一批学者开始把目光转移到组织公正理论的整合趋势的研究上,目前主流的整合理论包括团体介入模型、公正启发式理论、不确定性管理理论和公正理论。其中第一种研究路径已经相对成熟,而第四种研究趋势在国内研究相对较少,因此本研究遵循第二和第三种研究趋势,对特定情境下的组织公正作用机制做探索性的研究。
具体来说,本研究将组织变革反应的测量设定在以组织变革为背景的特定模拟情境中,探讨组织公正效应。有研究证实,组织公正与变革反应等结果变量之间的关系不完全是直接起作用的,社会交换理论的引入能够做出更多的解释,因此本研究加入LMX,检验其对组织公正效应的中介作用。另外,员工沉默是近年来才被组织行为学者关注的一种员工行为,却又是普遍存在于所有企业里的一种组织现象,已有研究表明信任等组织变量能够对沉默行为进行预测,但是就组织公正与员工沉默之间的关系还未有过讨论,本研究的研究目的之一就是探讨它们之间的关系。
本研究主要采用问卷调查的方法,以110名浙江企业员工为调查对象,经数据整理与分析,得到以下结论：(1)组织公正量表、组织变革反应量表、组织认同量表和员工沉默量表都具备良好的信度和效度；(2)组织公正能够对LMX、变革反应、组织认同进行预测；(3)LMX能够影响变革反应、组织认同和员工沉默；(4)LMX能够部分中介作用于组织公正与变革反应和组织认同。具体来说,程序公正能对LMX、消极情绪和组织认同进行预测；分配公正能对消极情绪、控制应对和对变革的抵制进行预测；互动公正能对LMX和控制应对进行预测。LMX能有效预测控制应对、组织认同和员工沉默。互动公正部分通过LMX对控制应对产生影响；程序公正部分通过LMX对组织认同产生影响。文章的最后对研究的意义及其局限作了探讨。
Currently, the frequent business transformation have taken place in corporate, just as enterprises'strategic transition, M&A, layoffs and other organizational change activities, especially the economic crisis has broken out in recent years, the more frequent change happened, the stronger needs of enterprise change management awareness. In terms of management situations of Chinese enterprises, with recent research trends, this study try to search for the relationships between organizational justice and outcome variables, such as LMX, reactions to organizational change, etc.
In recent decades, organizational justice has been a hot issue in the research field of organizational behavior. The author categorizes the research trends of organizational justice theory broadly into four major streams:(1) defined the antecedent and outcome variables of organizational justice (boundary conditions), in which many scholars has already done adequately; and (2) mediating and moderating effects on the relationships of organizational justice and organizational variables, which is the main trend of studies in organizational justice in recent years, and more and more scholars have began to introduce other organization theories into the research field of organizational justice; (3) research in a specific context, to test the unique effects produced by organizational justice; (4) the integrating research of organizational justice, some scholars was going to shifted focus on the integration of organizational justice theory, and the recent mainstream of organizational justice theory including Group Engagement Theory, Fairness Heuristic Theory, Uncertainty Management Theory and Fairness Theory. The first research path has been relatively mature, while the fourth stream in China is relatively less, so this study was to follow the second and third research streams, exploring the mechanism of organizational justice in the specific contexts.
Specifically, this study measure reactions to organizational change in the context of organizational change, in order to test the effect of organizational justice. Some evidences suggest that organizational justice has indirect effect on outcome variables such as reactions to organizational change and so on. Social Exchange Theory has been introduced to enhance the explanations, so that to test LMX as a mediator. In addition, employee silence as a behavior is concerned several years ago, but is prevalent in all enterprises. Although studies suggest that organization variables (eg, trust, etc.) can predict employee silence behaviors, the relationship of organizational justice and employee silence has never been examined, that is one of the purposes of this study.
This study used a questionnaire survey approach with 110 samples from Zhejiang enterprises, getting the following conclusions:(1) organizational justice scale, reactions to organizational change scale and employee silence scale all have a good reliability and validity; (2) organizational justice can predict LMX, reactions to organizational change, organizational identification and employee silence; (3) LMX influences reactions to organizational change, organizational identification and employee silence; (4) LMX as a part mediator on the relationship of organizational justice and reactions to organizational change and organizational identification. Specifically, procedural justice can predict LMX, negative emotions and organizational identification; distributive justice can predict negative emotions, control coping and reactions to organizational change; interactional justice can predict LMX and control coping. LMX can predict control coping, organizational identification and employee silence. LMX partly mediate the effect of interactional justice on control coping, while LMX partly mediate the effect of procedural justice on organizational identification. Finally, the article studies the meaning and limitations discussed.
引文
[1]Ambrose M.L.& Schminke M. Organization Structure as a Moderator of the Relationship Between Procedural Justice, Interactional Justice, Perceived Organizational Support, and Supervisory Trust. Journal of Applied Psychology,2003.88(2):295-305
[2]Ashforth B.E.& Mael F. Social Identity Theory and the Organization. Academy of Management Review,1989,14(1):20-39
[3]Barclay L.J. et al. Exploring the Role of Emotions in Injustice Perceptions and Retaliation. Journal of Applied Psychology,2005.90(4):629-643
[4]Begley T.M. et al. Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees. Journal of Managerial Psychology, 2002.17(8):692-711
[5]Button S.B. et al. Goal Orientation in Organizational Research-A Conceptual and Empirical Foundation. Organizational Behavior and Human Decision Processes,1996.67(1):26-48
[6]Cheung M.F.Y.& Law M.C.C. Relationships of Organizational Justice and Organizational Identification:The Mediating Effects of Perceived Organizational Support in Hong Kong. Asia Pacific Business Review,2008.14(2):213-231
[7]Clayton S.& Opotow S. Justice and Identity:Changing Perspectives on What Is Fair. Personality and Social Psychology Review,2003.7(4):298-310
[8]Cohen-Charash Y.& Spector P.E. The Role of Justice in Organizations:A Meta-Analysis. Organizational Behavior and Human Decision Processes,2001.86(2):278-321
[9]Colquitt J.A. et al. Justice and personality:Using integrative theories to derive moderators of justice effects. Organizational Behavior and Human Decision Processes,2006.100:110-127
[10]Colquitt J.A. On the Dimensionality of Organizational Justice:A Construct Validation of a Measure. Journal of Applied Psychology,2001.86(3):386-400
[11]Colquitt J.A. et al. Justice at the Millennium:A Meta-Analytic Review of 25 Years of Organizational Justice Research. Journal of Applied Psychology,2001.86(3):425-445
[12]Cropanzano R. et al. Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior,2001.58(2),164-209
[13]Dutton J.E. et al. Organizational Images and Member Identification. Administrative Science Quarterly,1994.39(2):239-263
[14]Dyne L.V. et al. Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies,2003.40(6):1359-1392
[15]Folger R.& Cropanzano R. Fairness theory:Justice as accountability. In:J. Greenberg & R. Cropanzano (Eds.), Advances in Organizational Justice. Stanford, CA:Stanford University Press.2001
[16]Folger R.& Cropanzano R. Organizational justice and human resource management. Thousand Oaks, CA:Sage.1998
[17]Fugate M. et al. Employee coping with organizational change:An examination of alternative theoretical perspectives and models. Personnel Psychology,2008.61(1):1-36
[18]Gerstner C, Day D. Meta-Analytic Review of Leader-Member Exchange Theory:Correlates and Construct Issues. Journal of Applied Psychology,1997.82(6):827～844
[19]Graen G B, Uhl-Bien M. Relationship-based Approach to Leadership:Development of Leader-Member Exchange (LMX) Theory of Leadership Over 25 Years:Applying a Multi-Level-Multi-Domain Perspective. Leadership Quarly,1995.6:219～247
[20]Green S, Anderson S, Liden R. Demographic and Organizational Influences on Leader-Member Exchange and Related Work Attitudes. Journal of Applied Psychology,1996. 68:298～306
[21]Greenberg J.& Folger R. Procedural justice, participation, and the fair process effect in groups and organizations. In P. B. Paulus (Ed.), Basic group processes. New fork: Springer-Verlag.1983
[22]Konovsky M.A. Understanding Procedural Justice and Its Impact on Business Organizations. Journal of Management,2000.26(3):489-511
[23]Liden R C, Wayne S, Stilwell D. A Longitudinal Study on the Early Development of Leader-Member Exchange. Journal of Applied Psychology,1993.78(4):662～674
[24]Liden R C, Maslyn J. Multidimensionality of leader-member exchange:An empirical assessment through scale development. Journal of Management,1998.24:43～72
[25]Liden R C, Sparrowe R, Wayne S. Leader-Member Exchange Theory:the Past and Potential for the Future. Research in Personnel and Human Resource Management,1997.15(1):
47～119
[26]Lind E.A.& Van den Bos K. When fairness works:Toward a general theory of uncertainty management. Research in Organizational Behavior,2002.24:181-223
[27]Lind E.A.& Earley P.C. Procedural justice and culture. International Journal of Psychology, 1992.27:227-242
[28]Lines R. The Structure and Function of Attitudes Toward Organizational Change. Human Resource Development Review,2005.4(1):8-32
[29]Maslyn J, Uhl-Bien M. Leader-Member Exchange and its Dimensions:Effects of Self-Effort and other's Effort on Relationship Quality. Journal of Applied Psychology,2001.86(4): 697～708
[30]Masterson S.S. et al. Integrating Justice and Social Exchange:The Differing Effects of Fair Procedures and Treatment on Work Relationships. Academy of Management Journal,2000. 43(4):738-748
[31]Morrison E.W.& Milliken F.J. Organizational Silence:A Barrier to Change and Development in A Pluralistic World. Academy of Management Review,2000.25(4):706-725
[32]Morrison E.W.& Milliken F.J. Speaking Up, Remaining Silent:The Dynamics of Voice and Silence in Organizations. Journal of Management Studies,2003.40(6):1353-1358
[33]Naumann S.E. et al. The roles of organizational support and justice during a layoff. Academy of Management Journal,1995. Special issue:89-95
[34]Olkkonen M.E.& Lipponen J. Relationships between organizational justice, identification with organization and work unit, and group-related outcomes. Organizational Behavior and Human Decision Processes,2006.100(2):202-215
[35]Pinder G G.& Harlos H. P. Employee Silence:Quiescence and Acquiescence As Responses to Perceived Injustice. Research in Personnel and Human Resource Management,2000.20: 331-369
[36]Riketta M. Organizational Identification:A Meta-Analysis. Journal of Vocational Behavior, 2005.66(2):358-384
[37]Scandura T. Rethinking Leader-Member Exchange:An Organizational Justice Perspective. Leadership Quarterly,1999.10(1):25-40
[38]Schriesheim C, Castro S, Coglister C. Leader-Member Exchange (LMX) Research:a
Comprehensive Review of Theory, Measurement, and Data-Analytic Praticices. Leadership Quarly,1999.10(1):63～113
[39]Skitka L.J. et al. Are Outcome Fairness and Outcome Favorability Distinguishable Psychological Constructs? A Meta-Analytic Review. Social Justice Research,2003.16(4): 309-
[40]Sparrowe R, Liden R C. Process and Structure in Leader-Member Exchange. Academy of management Review,1997.22(2):522～557
[41]Tangirala S.& Ramanujam R. Employee Silence on Critical Work Issues:The Cross Level Effects of Proceduaral Justice Climate. Personnel Psychology,2008.61(1):37-68
[42]Tekleab A.G. et al. Extending the chain of relationships among organizational justice, social exchange, and employee reactions:The role of contract violations. Academy of Management Journal,2005.48(1):146-157
[43]Tyler T.R.& Blader S.L. The Group Engagement Model:Procedural Justice, Social Identity, and Cooperative Behavior. Personality and Social Psychology Review,2003.7(4):349-361
[44]Van den Bos K. Uncertainty management:The influence of uncertainty salience on reactions to perceived procedural fairness. Journal of Personality and Social Psychology,2001b.80: 931-941
[45]宝贡敏,徐碧祥.组织认同理论研究述评.外国经济与管理,2006.28(1)：39-45
[46]何铨,马剑虹,Tjitra H.H.沉默的声音：组织中的沉默行为.心理科学进展,2006.14(3)：413-417
[47]何友晖等.关系取向：为中国社会心理方法论求答案.杨国枢主编.中国人的心理与行为.台北,桂冠图书公司,1989.49-66
[48]洪振顺.组织公正对组织公民行为影响之研究：信任关系之观点.台湾：国立中山大学,1998
[49]金杨华,赵文阁.组织公正的理论模型与效应研究.商业经济与管理,2008.(7)：37-41
[50]金杨华.目标取向和工作经验对绩效的效应.心理学报,2005.37(1)：136-141
[51]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.中华心理学刊,2000,42(2)：171-190
[52]梁建,王重鸣.中国背景下的人际关系及其对组织绩效的影响.心理学动态,2001.9(2)：173-178
[53]林晓婉等.程序公正及其心理机制.心理科学进展,2004.12(2)：264-272
[54]刘亚,龙立荣,李哗.组织公平感对组织效果变量的影响.管理世界,2003.(3)：126-132
[55]卢嘉,时勘,陈敏.员工满意度的结构及其与公平感、离职意向的关系研究.中国科学院心理研究所建所50周年国际研讨会论文集.北京,2001：59-60
[56]彭芹芳等..Dweck成就目标取向理论的发展及其展望.心理科学进展,2004.12(3)：409-415
[57]任孝鹏,王辉.领导-部属交换的回顾与展望.心理科学进展,2005.13(6)
[58]陶祁.组织背景中个体特征与工作绩效的关系.浙江大学硕士学位论文,1999
[59]姚飞,李桂华.关系取向对员工满意影响的实证研究.当代经济科学,2007.29(6)：52-59
[60]俞文钊.企业中的激励与去激励因素研究.应用心理学,1991.(6)：6-14
[61]张玉波.企业管理团队的发展阶段研究.浙江大学硕士学位论文,1999
[62]郑晓涛等.中国背景下员工沉默的测量以及信任对其的影响.心理学报,2008.40(2)：219-227
[63]钟建安等.LMX理论的研究及发展趋势.应用心理学,2003.9(2)：46-50
[64]仲理峰等.领导-部属交换对领导和部属工作结果的双向影响机制.心理科学进展,2009.1(5)：1041-1050
[65]邹静.国有大中型企业职工内外激励机制关系模型初探.杭州大学硕士学位论文,1994
[2]Ashforth B.E.& Mael F. Social Identity Theory and the Organization. Academy of Management Review,1989,14(1):20-39
[3]Barclay L.J. et al. Exploring the Role of Emotions in Injustice Perceptions and Retaliation. Journal of Applied Psychology,2005.90(4):629-643
[4]Begley T.M. et al. Power distance as a moderator of the relationship between justice and employee outcomes in a sample of Chinese employees. Journal of Managerial Psychology, 2002.17(8):692-711
[5]Button S.B. et al. Goal Orientation in Organizational Research-A Conceptual and Empirical Foundation. Organizational Behavior and Human Decision Processes,1996.67(1):26-48
[6]Cheung M.F.Y.& Law M.C.C. Relationships of Organizational Justice and Organizational Identification:The Mediating Effects of Perceived Organizational Support in Hong Kong. Asia Pacific Business Review,2008.14(2):213-231
[7]Clayton S.& Opotow S. Justice and Identity:Changing Perspectives on What Is Fair. Personality and Social Psychology Review,2003.7(4):298-310
[8]Cohen-Charash Y.& Spector P.E. The Role of Justice in Organizations:A Meta-Analysis. Organizational Behavior and Human Decision Processes,2001.86(2):278-321
[9]Colquitt J.A. et al. Justice and personality:Using integrative theories to derive moderators of justice effects. Organizational Behavior and Human Decision Processes,2006.100:110-127
[10]Colquitt J.A. On the Dimensionality of Organizational Justice:A Construct Validation of a Measure. Journal of Applied Psychology,2001.86(3):386-400
[11]Colquitt J.A. et al. Justice at the Millennium:A Meta-Analytic Review of 25 Years of Organizational Justice Research. Journal of Applied Psychology,2001.86(3):425-445
[12]Cropanzano R. et al. Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior,2001.58(2),164-209
[13]Dutton J.E. et al. Organizational Images and Member Identification. Administrative Science Quarterly,1994.39(2):239-263
[14]Dyne L.V. et al. Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs. Journal of Management Studies,2003.40(6):1359-1392
[15]Folger R.& Cropanzano R. Fairness theory:Justice as accountability. In:J. Greenberg & R. Cropanzano (Eds.), Advances in Organizational Justice. Stanford, CA:Stanford University Press.2001
[16]Folger R.& Cropanzano R. Organizational justice and human resource management. Thousand Oaks, CA:Sage.1998
[17]Fugate M. et al. Employee coping with organizational change:An examination of alternative theoretical perspectives and models. Personnel Psychology,2008.61(1):1-36
[18]Gerstner C, Day D. Meta-Analytic Review of Leader-Member Exchange Theory:Correlates and Construct Issues. Journal of Applied Psychology,1997.82(6):827～844
[19]Graen G B, Uhl-Bien M. Relationship-based Approach to Leadership:Development of Leader-Member Exchange (LMX) Theory of Leadership Over 25 Years:Applying a Multi-Level-Multi-Domain Perspective. Leadership Quarly,1995.6:219～247
[20]Green S, Anderson S, Liden R. Demographic and Organizational Influences on Leader-Member Exchange and Related Work Attitudes. Journal of Applied Psychology,1996. 68:298～306
[21]Greenberg J.& Folger R. Procedural justice, participation, and the fair process effect in groups and organizations. In P. B. Paulus (Ed.), Basic group processes. New fork: Springer-Verlag.1983
[22]Konovsky M.A. Understanding Procedural Justice and Its Impact on Business Organizations. Journal of Management,2000.26(3):489-511
[23]Liden R C, Wayne S, Stilwell D. A Longitudinal Study on the Early Development of Leader-Member Exchange. Journal of Applied Psychology,1993.78(4):662～674
[24]Liden R C, Maslyn J. Multidimensionality of leader-member exchange:An empirical assessment through scale development. Journal of Management,1998.24:43～72
[25]Liden R C, Sparrowe R, Wayne S. Leader-Member Exchange Theory:the Past and Potential for the Future. Research in Personnel and Human Resource Management,1997.15(1):
47～119
[26]Lind E.A.& Van den Bos K. When fairness works:Toward a general theory of uncertainty management. Research in Organizational Behavior,2002.24:181-223
[27]Lind E.A.& Earley P.C. Procedural justice and culture. International Journal of Psychology, 1992.27:227-242
[28]Lines R. The Structure and Function of Attitudes Toward Organizational Change. Human Resource Development Review,2005.4(1):8-32
[29]Maslyn J, Uhl-Bien M. Leader-Member Exchange and its Dimensions:Effects of Self-Effort and other's Effort on Relationship Quality. Journal of Applied Psychology,2001.86(4): 697～708
[30]Masterson S.S. et al. Integrating Justice and Social Exchange:The Differing Effects of Fair Procedures and Treatment on Work Relationships. Academy of Management Journal,2000. 43(4):738-748
[31]Morrison E.W.& Milliken F.J. Organizational Silence:A Barrier to Change and Development in A Pluralistic World. Academy of Management Review,2000.25(4):706-725
[32]Morrison E.W.& Milliken F.J. Speaking Up, Remaining Silent:The Dynamics of Voice and Silence in Organizations. Journal of Management Studies,2003.40(6):1353-1358
[33]Naumann S.E. et al. The roles of organizational support and justice during a layoff. Academy of Management Journal,1995. Special issue:89-95
[34]Olkkonen M.E.& Lipponen J. Relationships between organizational justice, identification with organization and work unit, and group-related outcomes. Organizational Behavior and Human Decision Processes,2006.100(2):202-215
[35]Pinder G G.& Harlos H. P. Employee Silence:Quiescence and Acquiescence As Responses to Perceived Injustice. Research in Personnel and Human Resource Management,2000.20: 331-369
[36]Riketta M. Organizational Identification:A Meta-Analysis. Journal of Vocational Behavior, 2005.66(2):358-384
[37]Scandura T. Rethinking Leader-Member Exchange:An Organizational Justice Perspective. Leadership Quarterly,1999.10(1):25-40
[38]Schriesheim C, Castro S, Coglister C. Leader-Member Exchange (LMX) Research:a
Comprehensive Review of Theory, Measurement, and Data-Analytic Praticices. Leadership Quarly,1999.10(1):63～113
[39]Skitka L.J. et al. Are Outcome Fairness and Outcome Favorability Distinguishable Psychological Constructs? A Meta-Analytic Review. Social Justice Research,2003.16(4): 309-
[40]Sparrowe R, Liden R C. Process and Structure in Leader-Member Exchange. Academy of management Review,1997.22(2):522～557
[41]Tangirala S.& Ramanujam R. Employee Silence on Critical Work Issues:The Cross Level Effects of Proceduaral Justice Climate. Personnel Psychology,2008.61(1):37-68
[42]Tekleab A.G. et al. Extending the chain of relationships among organizational justice, social exchange, and employee reactions:The role of contract violations. Academy of Management Journal,2005.48(1):146-157
[43]Tyler T.R.& Blader S.L. The Group Engagement Model:Procedural Justice, Social Identity, and Cooperative Behavior. Personality and Social Psychology Review,2003.7(4):349-361
[44]Van den Bos K. Uncertainty management:The influence of uncertainty salience on reactions to perceived procedural fairness. Journal of Personality and Social Psychology,2001b.80: 931-941
[45]宝贡敏,徐碧祥.组织认同理论研究述评.外国经济与管理,2006.28(1)：39-45
[46]何铨,马剑虹,Tjitra H.H.沉默的声音：组织中的沉默行为.心理科学进展,2006.14(3)：413-417
[47]何友晖等.关系取向：为中国社会心理方法论求答案.杨国枢主编.中国人的心理与行为.台北,桂冠图书公司,1989.49-66
[48]洪振顺.组织公正对组织公民行为影响之研究：信任关系之观点.台湾：国立中山大学,1998
[49]金杨华,赵文阁.组织公正的理论模型与效应研究.商业经济与管理,2008.(7)：37-41
[50]金杨华.目标取向和工作经验对绩效的效应.心理学报,2005.37(1)：136-141
[51]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.中华心理学刊,2000,42(2)：171-190
[52]梁建,王重鸣.中国背景下的人际关系及其对组织绩效的影响.心理学动态,2001.9(2)：173-178
[53]林晓婉等.程序公正及其心理机制.心理科学进展,2004.12(2)：264-272
[54]刘亚,龙立荣,李哗.组织公平感对组织效果变量的影响.管理世界,2003.(3)：126-132
[55]卢嘉,时勘,陈敏.员工满意度的结构及其与公平感、离职意向的关系研究.中国科学院心理研究所建所50周年国际研讨会论文集.北京,2001：59-60
[56]彭芹芳等..Dweck成就目标取向理论的发展及其展望.心理科学进展,2004.12(3)：409-415
[57]任孝鹏,王辉.领导-部属交换的回顾与展望.心理科学进展,2005.13(6)
[58]陶祁.组织背景中个体特征与工作绩效的关系.浙江大学硕士学位论文,1999
[59]姚飞,李桂华.关系取向对员工满意影响的实证研究.当代经济科学,2007.29(6)：52-59
[60]俞文钊.企业中的激励与去激励因素研究.应用心理学,1991.(6)：6-14
[61]张玉波.企业管理团队的发展阶段研究.浙江大学硕士学位论文,1999
[62]郑晓涛等.中国背景下员工沉默的测量以及信任对其的影响.心理学报,2008.40(2)：219-227
[63]钟建安等.LMX理论的研究及发展趋势.应用心理学,2003.9(2)：46-50
[64]仲理峰等.领导-部属交换对领导和部属工作结果的双向影响机制.心理科学进展,2009.1(5)：1041-1050
[65]邹静.国有大中型企业职工内外激励机制关系模型初探.杭州大学硕士学位论文,1994