Study On The Effect Of Perceived Organizational Justice Of Dispatched Labor On The Employee Voice

Dispatch labor’s willingness to participate in organization’s innovation activitiesis a concerned management practice. Dispatched labor are special groups, they don’thave the organization’s directly signed labor contracts and are often lacking ofpersonal senses of belonging and senses of security, in the organization, theirperceptions to the enterprise ’s future and destiny are also numb. But they are oftenworking at front-line positions, as keys to the product quality and customersatisfaction, thus, they have the most opportunities to provide important innovationdemand information to the enterprise, and it is very valuable for the enterprise if theyare highly motivated to participate in such activities. In order to enhance thecompetitiveness of enterprises, organizations want every employee to be proactivelyproviding suggestions and advices to the organization for continuous improvement,but not just completing their work within duties. Employee voice became main sourceof enterprise’s innovation, and it had a significant impact on the enterprise’s changeand development, thus, it stimulates much interest from both business and academiccommunities. Concentrating on this special and important part of people in theenterprise, it is practically significant to make studies on the effect of perceivedorganizational justice of dispatched labor on the employee voice, and the effect’smechanism as well.The special status and position of dispatched labor make them extremelysensitive to organizational justice. In the existing literature, scholars have found thatthe most important factor of organizational justice is employee voice behavior, which provides the basic theory for general studies on the effect of organizational justice onemployee voice behavior of dispatched labor. Academic research on organizationaljustice is deep, recent research constructs four dimensions of organizational justice,including distributive justice, procedural justice, interpersonal justice andinformational justice. But the effects of organizational justice on employee voicebehavior researching are limited to examining the direct effects between the two, andthe research on the intermediary variable has not been carried out; in addition, thedifference among the effects of the four dimensions of organizational justice, is alsolacking of theoretical analysis and empirical test.The willingness of dispatched labor is different during their participating in theinnovative activities in different enterprises. This fact suggests that, even in thecircumstance of low organizational justice, there are still some factors improving theemployee voice of dispatched labor. In this study, drawing on related research results,and considering possibly existing important factors from the aspects of bothorganizational and interpersonal relationship, the perceived organizational supportand leader member exchange relationship are the two intermediate variables,expecting to reveal the process of organizational justice’s effect on the employeevoice.Employees’ behavior in the enterprise is part of their daily lives, and it hasnative culture marks in different cultures. The existing studies on the effect oforganizational justice on employee voice behavior are mostly western scholars’achievements about the western enterprises. To understand the behavioralcharacteristics of Chinese employees, it is necessary to proceed from China’s uniquecultural background, making research in Chinese business context.In this study, based on the review and analysis of literatures, based on socialexchange theory, organization personification theory, and individual and environment interaction theory, the effecting relation model between organizational justice andemployee voice is well structured, verifying effecting paths and their differences oforganization justice’s four dimensions, which are distributive justice, proceduraljustice, interpersonal justice and information justice, constructing relationship modelof mediating variables, verifying the intermediary roles of perceived organizationalsupport and leader member exchange, at the same time, verifying the change of effectof organizational justice on employee voice at the Chinese traditional cultural values’influence.In this study, through a certain statistical data analyzing of708validquestionnaires, the results showed that:1. Organizational justice and its dimensionshave a significant positive effect on employee voice.2. Organizational justice and itsdimensions have a significant positive effect on organizational support.3.Organizational justice and its dimensions have a significant positive effect on leadermember exchange.4. Organizational support and its dimensions have a significantpositive effect on employee voice.5. Leader member exchange and its dimensionshave a significant positive effect on employee voice.6. Organizational support playsa role of partial mediating variable between organizational justice and employeevoice.7. Leader member exchange plays a role of partial mediating variable betweenorganizational justice and employee voice.8. Traditionality plays a role ofmoderating variable between organizational justice and employee voice.The conclusions of the study are as follows:1. Organizational justice ofdispatched labor not only has direct positive effect on employee voice, but also hasindirect positive effect on employee voice through organizational support andleader-member exchange. The presenting theoretical model was established.2. Thefour dimensions of organizational justice, the three dimensions of perceivedorganizational support, and the four dimensions of leader-member exchange all have positive effect on employee voice behavior at different levels.3. The relationshipbetween organizational justice and employee voice is moderated by Chinesetraditional cultural values.The theoretical significance and innovation of this study lies in:1. Themechanism of interaction between organizational justice and employee voice.Empirical testing research on organizational justice and employee voice behavior,actual effect verification can be obtained to make theory persuasive. On the basis ofexisting research, the research framework contains exhaustive analysis of relationshipbetween organizational justice and employee voice, establishment of the relationmodels, proceeding of empirical test, and induction summary and promotion of theprevious studies, which endow the research important theoretical significance.2.Testifying the mediating effects of perceived organizational support, andleader-member exchange. Previous studies on the relationship between organizationaljustice and employee voice are based on the direct relationship between the two, andlacking of research on the relationship mechanisms. Organizational justice’sdimensions, namely the distributive justice, procedural justice, interpersonal justiceand informational justice, each has different role though different paths. Therefore,research on organizational justice and employee voice, need to consider the perceivedorganizational support and leader member exchange’s intermediary roles. This is alsoone of the theoretical innovations of this study.3. Validation of the culturalpeculiarities’ effect on relationship between organizational justice and employeevoice. In the Chinese cultural context, the western theories and constructs are oftenchanged due to situation varying. According to the contradictions in the formerliterature, this paper aims to explain the social exchange theory’s generalization query,brings in traditionality as variables of cultural values, and tests its moderating role, inorder to verify the effect of organizational justice on employee voice in Chinese cultural context, comparing the similarities and differences with western theory,which endow the research important localization significance.