An Empirical Study Of The Impact Of Post-90s Employees' Interactional Justice On Innovative Behavior

Under the background of social and economic development in the new era of mass entrepreneurship and innovation,innovation has become the main theme of the modern era.How to effectively stimulate the enthusiasm of employees' innovative thinking and consciously implement them into daily work,and promote the improvement of enterprise's overall innovation performance with individual innovative behavior.This is the focus of managers and theorists.The employees born in the 1990 s grew up in the torrent of social network and knowledge economy blowout development.They dare to raise questions and express themselves.The post-90 s employees have high self-esteem to meet the needs,and they are particularly sensitive to information acquisition,and have an active innovative factor unique to this generation.They enter the workplace and play an important role in the organization,but also bring many problems to management practice.However,there are few empirical studies on the interpersonal and informational perception and innovative behavior of post-90 s employees,and there is a lack of relevant mediator mechanism to sort out.On the basis of the existing research,this paper constructs a theoretical model between interactional justice containing its two dimensions,that is,interpersonal justice and informational justice and innovative behavior combining with the Social Exchange Theory,the Role Theory and the Social Learning Theory,and explores the mediating effect of organizational identification.The big data survey of post-90 s employees' job-seeking and turnover proposes to use the organizational tenure as the moderator variable,then putting forward relevant research hypotheses.The paper selects the scales that were matured in the domestic local context and obtains 571 valid samples.Data processing and hypothesis testing were performed using SPSS and AMOS software.The results show that the post-90 s employees' interactional justice significantly positively affects the innovative behavior,existing direct and indirect mechanisms;Organizational identification plays a part of mediating role;informational justice positively predicts organizational identification and innovative behavior more strongly than the interpersonal justice path;organizational tenure have a negative moderator effect in the relationship between interactional justice and organizational identification.As to the post-90 s new employees working less than one year,interactional justice perception is significantly positively correlated with their organizational identification.There is no significant negative relationship between perceived interactional justice and organizational identification among post-90 s employees who have worked for one to six years.However,there is a significantly negative correlation between interactional justice and organizational identification among the post-90 s employees worked for seven to nine years.The following suggestions are proposed to the organization leaders: the direct supervisor should give a detailed and reasonable explanation on working procedures and company system regulations,the information communication should be timely and feedbackable.Different management ways should be carried out according to the individual personality characteristics of post-90 s employees,at the same time,the personalized expression of the employees' workplace behaviors and ideas should be emphasized.Enterprises should focus on promoting the identity of post-90 s employees to the organization,cultivating and encouraging the corporate culture with post-90 s generational characteristics,paying close attention to the workplace expression of demands and innovative achievements in the daily work of the post-90 s,and forming an employee identification atmosphere conducive to organizational development.In particular,we should pay attention to the workplace psychological activities and behavioral performance of post-90 s employees who have been in service for less than one year,and carry out various forms of activities to motivate old employees with new employees.We also should attach importance to enhancing the enthusiasm and loyalty of post-90 s employees who have worked for one to six years,and activating communication to prevent a vicious state of negative identification.