Research On Relationship Of Knowledge Worker's Organizational Justice, Group Cohesion And Performance

The research on the influence of organizational justice towards performance has been highly valued in both management practice and academic sector.Scholars have accomplished tremendous achievements on research on related theories. Lots of study and analysis indicate the positive-direction relationship between organizational justice and employee performance. At the same time, it is evident that certain inadequacies do lie between the research on relationship of organizational justice and employee performance. On one hand, common sense on the Interaction Mechanism between the two aspects has not yet reached. Great divergences do exist in the impact path of organizational justice towards employee performance, with some scholars perceiving that organizational justice functions directly towards employee performance, while the others arguing organizational justice work indirectly on employee performance through mediator variable. Mediator variable here includes organization commitment, a Leader-member exchange and etc. However, mediator variable mainly refers to employee's individual attitude or behavior, rather than group mediator. Whether group cohesion is mediation between organizational justice and employee performance is yet to be proved. On the other hand, available research has not subdivided research objects, but this thesis fixes on knowledge workers, does research on related theory, and thus provides administrative staff guidance on managing Knowledge worker.Therefore, proceeding from this, the thesis selects Knowledge worker, this extraordinary group as research object and studies on relationship of Knowledge worker's organizational justice, group cohesion and performance. By referring to plenty of related documents, this thesis has selected a relatively narrow concept and defined Knowledge worker as at least having received college education and renewing expertise and technical skills at a fast pace to accomplish their job tasks. This definition can cover kinds of administrative staff, professional and technical personnel, and salesmen. And also, this thesis has defined Knowledge worker on an operational level, which are those medium-to-high-end administrative staff, professional and technical personnel, and salesmen, being engaged in brainwork and at least having received college education. Those employee on other positions such as basic administrative staff and secretary are being divided by academic degrees. Those who possess college degree are Knowledge worker, and vice versa.Some scholars believe that procedural justice and Interactive justice have an impact on team performance through group cohesion, and the individual employee performance is the basis of team performance. So according to this, this paper believe that there are some relationship among organizational justice, group cohesion and staff performance. There are also scholars believe that group cohesion played a part intermediary roles the in the relationships between compassionate supportive leadership behavior and employee job satisfaction. Compassionate supportive leadership behavior and decision-making leaders in the interactive justice are very similar in content. The employee's job satisfaction has significant positive effects on employee performances, especially contextual performance . Based on this, the paper believe that employee's sense of fairness will not only affect the individual's work attitude, but also affect the group's cohesion, and then further affect their job performance. Purpose of this paper is to provide empirical research basis for managers to improve the knowledge worker's performance. This thesis puts forward a theoretical model---- Organizational Justice-Group Cohesion-Employee Performance, in which group cohesion are being perceived as mediator variable. To provide sufficient data support for this thesis, empirical research of questionnaire are being employed and 155 effective feedbacks have been received from Knowledge worker working for enterprises. Finally, with the results from these data being analyzed by adopting SPSS17.0, this thesis declares the following conclusions:1) Impacts on group cohesion ensued by organizational justice vary among different dimensions of organizational justice. Procedure justice and Interactive justice take on marked forward-direction influences on group cohesion, while distribution justice does not indicate significant impact on group cohesion.2) Group cohesion of knowledge worker generates prominent forward-direction impacts on employee performances. Task cohesion has positive influences on both task performance and contextual performance, while Interpersonal cohesion has great impact on the second one, not the first.3) Group cohesion plays as mediation between organizational justice and performance partially. That is to say, organizational justice impacts employee performance directly and indirectly through group cohesion.The empirical analysis and research findings have some theoretical and practical significance, On one hand, the empirical analysis and conclusions provides some complements and new discoveries for research on relationship between organizational justice and employee performance, This study confirmed the intermediary role of group cohesion, so we can extend the internal mechanisms of organizational justice's impact on employee performance to groups'field, and we can not only confine the intermediary research between the two variables to individual attitudes and behavior. This paper has a high value of extending the study's extension of organizational justice and employee performance.On the other hand, as guidance and reference, it can inspire enterprise administrative staff to manage knowledge worker more effectively. Firstly, If managers want to improve knowledge worker's cohesion, except relying on bonuses to urge employee, administrative staff are also called upon to focus on justice of corporate culture and management systems, ways to communicate with knowledge worker and adequate respect and identification towards knowledge worker. Secondly, When working performance not as effective as before, they should ponder whether it is triggered by lack of task cohesion inside departments, and letting tasks become more challenging in a reasonable scale and endow them independence of fulfilling tasks. When contextual performance lowers, they should pay attention to group cohesion. As well as task cohesion, they should observe group cohesion, solve the disputes and conflicts among Knowledge worker, and thus exert a sense of belonging and honor. Thirdly, in future work, leaders should attach importance to the power of groups and be sure to make target groups of knowledge workers in line with business goals. Leaders also should try their best to eliminate the small gangs which are destructive, to improve community cohesion in order to improve employee performance. As the knowledge workers have strong will of flowing and low loyalty to the organization, this study suggests that leaders attach importance to the cohesion of groups and even of the whole organization level and improve them to enhance the attractiveness of enterprises, promote the knowledge worker's loyalty to the organization.At last, this thesis analyzes shortage of related theories, and put forward the content of the future research.