Empirical Research On Relationship Of Salary Management Fairness And Employee Work Performance

Fair problem existed since ancient times, and it always is put in a subordinate position to the commodity trade. With the development of economic and social civilization, this problem becomes more and more important, and people pay more attention on whether they are treated fairly. The organization fairness becomes another popular topic in the enterprise management academic circles. In the past few decades, Researchers of both at home and abroad have conducted massive research to the salary management fairness, and those results help us to have quite profound understanding on the concept and structure as well as the influential variables of fairness.What is worth mentioning is that different people have different option to the division of salary management fairness dimension. Different views result different conclusions. Besides, the existing research of fairness is based on the equity theory of Adams, which neglect inter-individual disparityTo cure the above problems, this paper uses the empirical analysis method to analyze the division of salary management fairness dimension. The concept of equity sensitivity is also used to study the relationship between salary management fairness and job performance. After ensure the regulation function of equity sensitivity, this paper does further research. According to the classification of equity sensitivity, the object of investigation is classified into three groups——benevolent sensitive group, entitled sensitive group and equity sensitive group. According to different sensitive group, the article analyzes the relationship between division of salary management fairness dimension and job performance. The main results and conclusions can be summarized as follows:(1) Salary management fairness can be divided into four dimensions: outcome justice, procedural justice, Informational justice and interpersonal justice;(2) Salary management justice has positively influenced two division of work Performance;(3) As a Moderator, equity sensitivity in the organization plays a positive regulatory role between salary management justice and work performance;(4) For different sensitivity group, the relationships between each dimension of salary management justice and work performance are various. In terms of the outcome fairness, it only has positively influenced the work performance of equity sensitive group; In terms of the procedural justice, it has positive effects on the performance of both benevolent sensitive group and entitled sensitive group, except the equity sensitive group; In terms of interpersonal justice, it has significant impact on the performance of both benevolent sensitive group and equity sensitive group, except the entitled group; in terms of information justice, it has obvious influenced the work performance of both benevolent sensitive group and equity sensitive group, except the entitled group.