The Study On The Relationship Between Knowledge Workers' Organizational Justice And Job Performance

As people's ideals and goals, justice has always been a topic of great concern. Currently, China is in the period of economic transition, market economy has become increasingly standardized, and the issue of justice has been more widespread concern. Social justice is related to the social stability and harmony. Organizational justice is an essential element of social justice, and it is related to the organizational performance and competitiveness. Into the knowledge economy era, especially after China's accession to WTO, Chinese companies and Western companies compete on the same platform, competition among enterprises is increasingly fierce, human resource has become a valuable resource for enterprises to gain competitive advantage.Human resource management mainly aimed at continuously improving employee performance to achieve organizational performance improvement, and ultimately to achieve organizational goals. Related research about organizational justice shows that organizational justice has a significant impact on employees'work attitudes and behaviors, the improvement of organization justice can promote the improvement of employee performance. Knowledge workers have distinctive features, the composition of their organizational justice, and the way and extent that organizational justice affects work attitude and behavior may be different with the general staff. Enterprises should fully understand the characteristics of knowledge workers, strive to improve employees'organizational justice to better attract, develop and retain talent, reserve force for the rapid development of enterprise and make enterprises gain competitive advantage. If employees feel that they are being unfairly treated, they will reduce job performance, and ultimately obstruct the sustainable development of enterprises. Therefore, this paper takes the knowledge workers as the research object, studies the relationship between organizational justice and job performance comprehensively and gives advice on how to improve organizational justice, in order to effectively manage and motivate employees, and promote the employee performance and organizational performance together.This paper firstly introduces the background and significance of the research, research purpose, research methods, research framework, and research innovation. Secondly, it carries out theoretical overview of knowledge workers, organizational justice, job performance and the relationship between the latter two, providing theoretical foundation for the empirical research. Thirdly, combining with related theoretical research, it defines the research variables, puts forward research hypotheses and research model, and introduces the design of questionnaire and methods of data analysis. Lastly, it gets valid data by finished questionnaire, and makes reliability and validity analysis, descriptive statistics analysis, difference analysis, correlation analysis and regression analysis to verify the hypothesis by the use of SPSS 17.0. Through theoretical analysis and empirical research, this paper makes the following conclusions:Firstly, for knowledge workers, the overall level of their organizational justice and job performance is fairly high, and all dimensions of organizational justice and job performance are also in the medium and high level.Secondly, different demographic variables have significantly different influence on knowledge workers'organizational justice and job performance. For example, task performance is significantly different due to different ages, educations, work experiences and positions; relationship performance is significantly different due to different work experiences and positions.Thirdly, there is a significant positive correlation between organizational justice and task performance, so does the relationship between organizational justice and contextual performance. Among them, distributive justice is most relevant to task performance, followed by procedural justice, interactive justice minimum; interactive justice is most relevant to relationship performance, followed by procedural justice, distributive justice minimum.Fourthly, distributive justice, procedural justice and interactive justice all have significant positive predictive effect on task performance. Among them, distributive justice is the strongest predictor of task performance, followed by interactive justice, procedural justice minimum. Therefore, all dimensions of organizational justice have significant positive impact on task performance. Only interactive justice has a significant positive impact on relationship performance, distributive justice and procedural justice don't have significant positive impact on relationship performance.Based on the above conclusions, this paper puts forwards some targeted and practical suggestions from the three dimensions of organizational justice. Finally, it points out the limitations of this paper and prospects of future research, hoping to provide some reference for subsequent study.