The Study Of Organizational Justice Of Insurers

Organizational justice is the enterprise employees about their vital interests in theorganization of the most direct experience, the improvement of organizational justiceemployees can greatly improve the level of production performance and the probability ofbenefit organization behavior, the organization and management in order to improve theoverall performance, reduce the enterprise pays for personnel loss cost employeesreplacement, employees’ organizational justice is to the attention of the people in all walks oflife should be a problem. Previous research has confirmed that the staff at home and abroad ofthe interaction between organizational justice and job performance, part of this studyconfirmed that the employees’ emotional commitment to the effects of their workperformance.For now, for insurance practitioners and task performance of organizational justice,associated performance between what relation and causal mechanism is not perfect, the pastresearch on organizational justice of insurance from personnel of course of this groupinvolves less, while insurance professionals is exactly a group of organizational justiceperception is more sensitive, In addition, the four dimensions of organizational justice forinsurance practitioners of which a more effective job performance, and this study will solvethe problem.This study used convenient sampling,460employees in henan branch of China life and ahalf years of staff for the questionnaire survey participants were measured. Using exploratoryfactor analysis and confirmatory factor analysis and regression analysis methods, and thefollowing conclusions:(1)The questionnaire of organizational justice is a stable structure of the four dimensionsof the questionnaire, including procedural justice, fair distribution and fair information andinterpersonal justice.(2)The distribution of the staff fair to have significant positive influence on taskperformance and associated performance, employee information fairness of associatedperformance have significant positive effects; Employees of procedural justice andinterpersonal justice on the relationship between the work performance is not significant;(3)The employee’s emotional commitment between employee allocation fairness and task performance, between the staff allocation fairness and associated performance, partialintermediary effect between information equity and associated performance.Finally, the innovation of this research and the deficiency made a summary and outlook.