The Empirical Research Of The Relationship Between Organizational Justice And Employee Engagement

As an important indicator of assessment of efficiency of enterprise management, employee engagement has get more and more attention from business circles and academic circles. Dedicated staff can create more profits for the enterprise, become more mentally focused on customer service and become more determined to his job in the face of job-hopping. In recent years,the research from many scholars and management consulting companies has proved that organizational justice is one of the main factors which affect employee engagement. A fair organization environment can make employees feel that the organization attaches importance to their rights and enhance trust to the organization colleague and superior, which meet the emotional needs in career development partly so as to promote employee engagement.Although the impact of organizational justice on employee engagement has been confirmed by research, the mechanism of action between them is rarely researched. It is assumed that the relationship between organizational justice and employee engagement will be influenced by a mediating variable. In the research, the mediating variable is organizational identification.The empirical research adopts questionnaire surveys and takes employees of enterprises in Xi’an and Hangzhou as the study sample, All the data are analyzed with SPSS13.0statistie software,the main results are summarized as follow:(1) Organizational justice and organizational identification has a significant positive correlation;(2) Organizational justice and employee engagement has a significant positive correlation;(3) Organizational identification and employee engagement has a significant positive correlation;(4) Organizational identification plays an intermediary role between organizational justice and employee engagement. Finally, the conclusions of the study are analyzed, the limitation of the study are described and the future research directions are pointed out.