Perception Of Staff Fair And Job Performance - Leader - Member Exchange Regulation

Employee work performance is a basic factor that affects the organizational performance. To improve the employee’s performance is of great significance to the development of enterprise and it is also an important function of the practice of human resource management. From the past research we know that justice can predict the Employee work performance, however, researchers still have considerable differences on the specific path of the interaction. This research, on the base of the past achievement, by using the quantitative analysis, considered the direct and indirect effect of personal justice on the Employee work performance and to explore the leader-member exchange’s role of moderator in the mechanism.This research use the way of questionnaire to collect data. With the help of statistical software, the8assumptions that carry out principal components analysis, correlation analysis, structural equation analysis and regression analysis are examined. The main conclusions of the research are as follows:1. Leader-Member exchange’s moderating role is significant positive in some paths and significant negative in others, supplementing the possibility of the moderating role between Personal sense of justices and Employee work performance.2. Personal sense of justices includes4dimensions, namely the distribution fairness, procedure fairness, leadership fairness and information equity. Among this leadership fairness has positive correlation with every dimension of employee’s work performance. It also shows that a unique and important leadership position in the context of Chinese culture.3. Distribution fairness has positive correlation with task performance and learning performance, but its relation to contextual performance and innovation performance is found to be of no significance.Procedure fairness has positive correlation with task performance and innovation performance, but its relation to contextual performance and learning performance is found to be of no significance.Information equity has positive correlation with contextual performance.4. The four-dimension construct of work performance is examined (including task performance, contextual performance, innovation performance and learning performance).Although the data source is limited to a large enterprise, it is a collection of a variety of formats. So, Above conclusions make a lot of practice application to improve Employee work performance and has some reference to other similar enterprises. First of all, seen it as a dynamic process and attach great importance to its development. To achieve personal sense of justices’ positive role to employee work performance, managers should treat differently to employees in the high or low level of Leader-Member exchange; make the personal sense of justices’ positive role to employee work performance in each special condition.