Research On The Relationship Between Organizational Retaliation Behavior, Organizational Justice Perception, Self-esteem

Organizational retaliation behavior can largely restrains the exertion of organizational efficiency, so the demonstration studies carry great realistic significance. While there are short of measure tool and research on the structure of organizational retaliation behavior under the background of Chinese culture in our country now. This research emended Organizational Revenge Scale on the basic of opened-questionnaire, then explored and tested the structure of organizational retaliation behavior, and examined effects that self-esteem influenced organizational retaliation behavior.The research mainly adopted the method of questionnaire. The research includes four parts: First, opened–questionnaire investigation. The aim is to find out the formats of organizational retaliation behavior among various organizations in our country, finally, we got 12 kinds of organization retaliation behaviors. Second, the translation of Organizational Revenge Scale. The Organizational Revenge Scale was developed by Sommers et. in 2002. Five psychological postgraduates translated the scale independently, after that, they modified the discrepancies of the translation with panel discussion. And then, two English major postgraduates translated the scale back to English. Two psychological experts revised the English translation. To 3 kinds organizational retaliation behaviors add to the scale to form the Chinese scale which includes 53 items in terms of exiting translation scale and the former investigation. Third, tentative test. To test 200 employees with the Chinese Organizational Revenge Scale, deleted items through item analysis and exploratory factor analysis and remained 29 items belong to 3 factors. The 3 factors were named Overt Destructive Behavior, Malicious Obstructive Behavior and Tolerant Constructive Behavior. Analyzing the data got from 429 respondents whom come form later reseach through confirmatory factor availabilities and reliabilities of the scales are very good, and them all achieved the request of demonstration research. Fourth, choosing respondents again, testing them. We found distributive justice and leader justice can forecast overt destructive behavior and malicious obstructive behavior effectively through regression analysis, and self-esteem can moderate the relationship between distributive justice and overt destructive behavior, and the relationship distributive justice and malicious obstructive behavior observably.Compared with other researchs, there are some differences between the result of 3-factor structure and foreign research, it divided Destructive Behavior of foreign research into Overt Destructive Behavior and Malicious Obstructive Behavior; secondly, foreign research considered the interaction of self-esteem and interactive justice can affect organizational retaliation behavior largely, while this research found the interaction of distributive justice and self-esteem carry the effect.