Research On The Influence Mechanism Of Fairness-Oriented Human Resource Management Practices And Employee Performance

In practice,the exchange relationship between employees and enterprises is essentially reciprocal.Fairness is an important factor to stimulate the exchange relationship between enterprises and employees,while unfairness will damage the exchange relationship.When individuals in an organization are treated unfairly,they will refuse to work,share information and cooperate with others,which will have a negative impact on their work performance.Therefore,human resource management practices that can comprehensively promote fairness are of great significance in reality.Many literatures strongly correlate organizational fairness with human resource management practices,but do not extract fairness-oriented human resource management practices from the research on organizational fairness.In this context,this paper will promote the realization of fair human resource management activities and strategies,explore the concept,structural dimension and measurement of fairness-oriented human resource management practices,as well as the impact mechanism on employee performance.Based on the fairness theory and social exchange theory,and AMO theory,this paper explores the concept and dimensions of fairness-oriented human resource management practices through the analysis of human resource management strategies and practical activities of LUBF Company.Finally,it is proposed that fairness-oriented human resource management practices are a strategy and activity for enterprises to promote fairness based on the consideration of matching employees’ competences and job requirement,and to exchange employees’ behavior and competencies "fairly" with financial reward(e.g.resources,information and direct financial reward)and psychological reward(e.g.respect,being accepted,trust and long-term growth),achieve the human resource management practices of both organizational and employee development.Fairness-oriented human resource management practices include fairness-led human resource strategies and plan,open and fair recruiting,transparent and differentiation-based training,achievement sharing-based performance appraising,comprehensive compensation and independent employee involvement.The purpose of this study is to explore fairness-oriented human resource management practices that can comprehensively promote fairness,develop and test the measurement scale of fairness-oriented human resource management practices.Using multiple research methods including interview,content analysis,exploratory and confirmatory factor analysis,the results show that the scale of fairness-oriented human resource management practices consists of 20 items under six dimensions: fairness-led human resource strategies and plan,open and fair recruiting,transparent and differentiation-based training,achievement sharing-based performance appraising,comprehensive compensation and independent employee involvement.We also obtained a scale with good reliability and validity after testing.Then,we further analyzed the predictive effects of fairness-oriented human resource management practices on organizational performance by taking a questionnaire survey of 301 employees and 61 paired leaders from enterprises.Based on theoretical analysis and research assumptions,a theoretical model is established to establish a research framework on the relationship between fairness-oriented human resource management practices and employee performance,and employee ability and psychological capital are included in the analysis framework to investigate the relationship between fairness-oriented human resource management practices and employee performance in a more comprehensive way.Through the theoretical analysis and empirical test,the following conclusions are reached through the issuance of 325 supporting questionnaires: First,there is a positive correlation between fairness-oriented human resource management practices and employee performance.Secondly,employee competence plays an intermediary role between fairness-oriented human resource management practices and employee performance.Thirdly,psychological capital plays a mediating role between fairness-oriented human resource management practices and employee performance.This paper expands the application of human resource management practices,enriches the relevant research on human resource management practices and employee performance,explores the influence of employee ability and psychological capital on the relationship between fairnessoriented human resource management practices and employee performance,and proposes corresponding countermeasures: First,design a "fairness" strategic human resource management system to improve employee performance.Secondly,pay attention to employee ability and psychological capital to improve employee performance.Thirdly,build an organizational culture that highlights "fairness".