广西电解铝企业员工组织公平、情感承诺与工作绩效的关系研究

发布时间：2019-04-03 17:47

【摘要】：在当今激烈的市场竞争环境下,广西电解铝企业的竞争优势并不明显。如何通过建立公平的组织环境,让员工感受到来自于企业足够的尊重,从而使员工不断增强对企业的情感投入,以充分调动员工工作的积极性来提高企业的工作绩效,是广西电解铝企业面临的问题。为有效解决该问题,本论文以广西电解铝企业员工为研究对象,通过实证分析组织公平、情感承诺与工作绩效的关系,并探索情感承诺在组织公平与工作绩效之间的中介作用。本论文在归纳总结国内外学者已有研究的基础上,界定广西电解铝企业员工组织公平、情感承诺与工作绩效的研究变量,并提出组织公平、工作绩效与情感承诺三个变量两两之间的关系假设,构建本论文的理论模型。通过预调查问卷所取得的样本数据对量表进行优化,用优化后的量表开展正式调查,通过spss19.0、amos24.0软件对本论文各研究变量所选用的结构模型及关系假设进行检验。通过实证研究表明:在整体层面,广西电解铝企业员工组织公平显著正向影响工作绩效和情感承诺,情感承诺显著正向影响工作绩效;在维度层面,①广西电解铝企业员工组织公平四维度中有三维度(程序公平、领导公平、信息公平)显著正向影响工作绩效,组织公平四维度(程序公平、分配公平、领导公平、信息公平)显著正向影响任务绩效;组织公平有三维度(程序公平、领导公平、信息公平)显著正向影响周边绩效;②广西电解铝企业员工组织公平四维度显著正向影响情感承诺;③广西电解铝企业员工情感承诺显著正向影响任务绩效和周边绩效。中介作用的检验结果表明:在广西电解铝企业员工中,情感承诺在组织公平与工作绩效之间起部分中介作用;在维度层面上,①情感承诺在组织公平的程序公平、领导公平、信息公平三维度与工作绩效起部分中介作用;②情感承诺在组织公平四维度程序公平、分配公平、领导公平、信息公平与任务绩效之间起部分中介效应;③情感承诺在组织公平的程序公平、领导公平、信息公平三维度与周边绩效起部分中介效应。
[Abstract]:In today's fierce market competition environment, the competitive advantage of Guangxi electrolytic aluminum enterprises is not obvious. How to establish a fair organizational environment, so that employees can feel enough respect from the enterprise, so that employees continue to enhance their emotional input to the enterprise, in order to fully mobilize the enthusiasm of employees to improve the work performance of the enterprise. Is Guangxi electrolysis aluminum enterprise faces the problem. In order to solve this problem effectively, this paper analyzes the relationship between organizational fairness, emotional commitment and job performance through empirical analysis of the relationship between organizational fairness, emotional commitment and job performance, and explores the intermediary role of emotional commitment in organizational equity and job performance. On the basis of summarizing the existing researches of domestic and foreign scholars, this paper defines the research variables of organizational fairness, emotional commitment and job performance of employees in Guangxi Electrolytic Aluminum Enterprises, and puts forward organizational fairness. Based on the hypothesis of the relationship between job performance and emotional commitment, this paper constructs the theoretical model of this paper. Through the sample data obtained from the pre-survey questionnaire, the scale was optimized, and the formal investigation was carried out with the optimized scale. The structural models and the hypothesis of the relationship between the variables were tested by spss19.0,amos24.0 software. The empirical study shows that: in the overall level, the organizational fairness of employees in Guangxi electrolytic aluminum enterprises has a significant positive impact on job performance and emotional commitment, and emotional commitment has a significant positive impact on job performance; At the dimension level, 1 there are three dimensions (procedure fairness, leadership equity, information equity) in the four dimensions of organizational fairness in Guangxi electrolytic aluminum enterprises, which have a significant positive impact on job performance and organizational equity (procedural equity, distributive equity), and there are three dimensions in the four dimensions of organizational fairness in Guangxi electrolytic aluminum enterprises. Leadership equity, information fairness) significantly positive impact on task performance; Organizational justice has three dimensions (procedural fairness, leadership equity, information fairness) significantly positive impact on peripheral performance, 2the four dimensions of organizational equity in Guangxi electrolytic aluminum enterprises significantly positive impact on emotional commitment; (3) the emotional commitment of employees in Guangxi Electrolytic Aluminum Company has a significant positive impact on task performance and peripheral performance. The results show that emotional commitment plays an intermediary role in the relationship between organizational equity and job performance in the employees of Guangxi Electrolytic Aluminum Enterprises. At the dimension level, (1) emotional commitment plays an intermediary role in the three dimensions of organizational fairness: procedural fairness, leadership equity, information fairness and job performance; (2) emotional commitment plays an intermediary role in the four dimensions of organizational justice: procedural fairness, distributive equity, leadership equity, information fairness and task performance; (3) emotional commitment plays an intermediary role in the three dimensions of organizational fairness: procedural fairness, leadership fairness, information fairness and peripheral performance.
【学位授予单位】：广西大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.32

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