员工职业成长的组织公平影响研究——以组织支持感为中介变量

An Empirical Study of the Impact Mechanism between Organization Justice and Employee Career Growth——The Mediation Effect of Perceived Organizational Support

职业成长是员工生涯管理的核心问题,特别是新生代青年知识型员工最应优先考虑的问题。转型期员工对是否公平的组织环境更加敏感,特别是在职业成长方面能否提供公平的机会。而一般的组织最关注可以预测的经济绩效,对员工的职业历程、职业成功重视不够或不能提供相对公平的成长环境,此前的研究也多涉及组织公平对绩效的影响。本文基于交换理论和职业动力理论,研究员工职业成长是如何受组织公平影响的。探究了员工职业成长、组织公平、组织支持感三者之间的关系。结果表明,职业成长受组织公平影响显著,职业成长与组织公平显著正相关,组织公平对员工组织支持感有正向影响,组织支持感显著正向影响职业成长,组织支持感在员工职业成长与组织公平之间起着部分中介作用。本研究中,56%的职业成长差异可以由组织公平因素解释。这一研究同时验证了一般的心理推测——促进职业成长能够极大提高组织绩效,职业成长对于员工本身和组织是双赢的。最后,本文提出了一些管理建议,除了分配公平、程序公平、完善组织内部的信息传递链以实现信息共享公平外,还要努力实现领导公平,建立公平的组织环境,以利于员工的职业成长,组织才有持久的成长保证。

In the choice of employment, more and more people begin to value more on the fairness of the organization, equal opportunities.. According to the Chinese returnees Development Report in 2013 ,the main reason for the flow of top talent are salary, career development and welfare. More and more people emphasis on the career development prospects. At the same time, the pursuit of occupation growth and the appeal of expecting more opportunities of occupation growth have gained widespread attention. According to the previous research, promoting occupation growth can improve organizational performance greatly as well as improving employee loyalty. So staff occupation growth is a win-win result for both enterprises and employees. The new generation want to get training to improve work skills, and accumulate substantial work experience. Actually, they pay more attention to the development of the platform. Further, individual factors and en- vironmental factors influence the career growth greatly. More specifically, personal factors mainly refers to education, upbringing, personal character, educational experiences, and some other reasons which related to demographic char- acteristics. Environmental factors mainly includes working environment, and all relevant factors connected to working conditions. Besides, we think that measures such as the strengthening of staff career management, enhancing human capital, enhancing organizational support, fostering positive psychological capital, expansion of social capital would contribute to the professional growth. Conducted from the perspective of social exchange theory, we learned that fac- tors including organizational justice, participation＇ in decision making, superior support （PSS）, the organization re- wards and excellent working conditions produced organizational support. If staff feel the support from the organiza- tion, they will make more efforts to fight for the interests of the organization in return. Previous studies mainly focus on organizational performance and loyalty, but with less focus on how organizational behavior affect employee＇s occu- pation growth. This research is based on social exchange theory, studying on how organizational justice affect employee＇s occu- pation growth. Firstly, we explored the relationship between organizational justice, perceived organizational support and occupation growth. Based on previous literature, we put forward our research assumption. Then questionnaire survey was carried, which collecting data from 328 samples of Gansu area banking. Correlation analysis, regression analysis, and the reliability analysis were given afterwards. Based on those analysis, we found that the model used in our study has a very good distinction in concept. Further, we use mediating effect test procedures （Wen Zhonglin and Zhang Lei） to test the mediation effect of perceived organizational support. Finally, we got the following conclu- sions：organizational justice can promote the employee＇s occupation development significantly; organizational justice has a positive effect on employee＇s perceived organizational support; there is a significant positive correlation be- tween perceived organizational support and occupation growth; perceived organizational support plays a partial inter- mediary role between organizational justice and employee＇s occupation growth. Those conclusions confirm the analy- sis of previous scholars and enrich the research in this field. Some suggestions：. Firstly, the key point is to improve decision-making system to ensure fairness; improving the information transport system and to establish information sharing learning organization; improving the perform- ance evaluation system, so that a fair and equitable distribution can be assured; managers should enhance their management level to achieve a fair leadership. In addition, the development of horizontal career path, improve dual career path is also important. Furthermore, the establishment of supportive corporate culture should be advocated simultaneously.