The Study On The Relationship Between Organizational Justice And Job Satisfaction

Organizational justice refers to people's perceptions of fairness in organizational settings, including distributive justice, procedural justice and interactive justice. Job satisfaction is defined as pleasurable or positive emotional states resulting from one's job or work experience, in general, it consists of job identity, pay, promotion, job condition, superior, self-actualization, job challenge, etc. Many researchers found that there have been significant relationships between fairness perceptions and employees' feelings and behaviors (for instance, job satisfaction). The present studies have studied relations between organizational justice and job satisfaction from different aspects, but there is some questions exist in these researches: a. The result of the study is inconsistent. (a)Dimension construction of organizational justice and job satisfaction-the controversy to organizational justice focused on three-factor structure and four-factor structure, and researchers decentralized job satisfaction from different angles. (b)Correlation degree between job satisfaction and distributive justice, procedural justice-some researchers suggested that procedural justice perceptions are more closely associated with job satisfaction than are distributive justice perceptions, while, others suggested that distributive and procedural justice are similarly associated with job satisfaction. b. Research results exist vacant domain. Previous studies pay more attention to the prediction and influence of distributive justice and procedural justice on job satisfaction, but the influence of interactive justice is studied less. According to the condition of Chinese employees' job satisfaction and on the basis of confirming dimensions of job satisfaction newly, this research scales not only the effect of distributive justice and procedural justice on job satisfaction, but also interactive justice.This research probes into related documents, taking MBA of 2003 grade, Renmin university of China and employees of Liaoning province in many industries as respondents, and furthermore, it takes organizational justice as independent variable, job satisfaction as dependent variable to discuss the correlation between organizational justice and job satisfaction. Finally, according to the research results, we offer some suggestions in order to improve the level of organizational justice perceptions and job satisfaction in Chinese enterprises.This research includes two studies. Study one is about the relationships between organizational justice and job satisfaction, and study two is about the relationships between interactive justice, interative injustice and job satisfaction. Through factor analysis, Pearson correlation analysis and regression analysis, we get the conclusions as follows: a. Organizational justice perceptions exist three factors in Chinese employees. They are distributive, procedural and interactive justice. And internal satisfaction, external satisfaction, job meaninglessness, and relationship with supervisor compose job satisfaction.b. There is close relation between organization justice and job satisfaction. Distributive, procedural and interactive justice is positively related to job satisfaction. Distributive and procedural justice has significant positive effect on external satisfaction. The relation between respective dimensions of organizational justice and job meaninglessness is not significant. Interactive justice is the most closely associated with internal satisfaction and relationship with superior. Because the predictor of interactive justice on job satisfaction is sufficient, it will become a very effective tool to improve job satisfaction.c. Interactive injustice is significantly negatively related to internal satisfaction but correlation with external satisfaction is not significant, which tested the research about the relation between fairness perceptions and external, internal satisfaction. And interactive injustice has not significant effect on external, internal satisfaction. Even so, enterp...