||“Awarding the superior and eliminating the inferior” is a revolutionary theory for corporate sustainability and robust growth. Retention of staff that are beneficial to the unit or organization and are willing to develop and grow with the organization will enhance the overall productivity and competitiveness of the unit or organization. Therefore, enterprises’ selection, hiring, and retention of talent, as well as the pay system should be implemented in a fair and objective manner. Organization justice has always been regarded as a research focus in the field of organizational behavior. Fairness is the most important factor that affects employee’s behavior and response. In addition, organizational commitment is considered an important variable in management and organizational behavior related research. Many study results have pointed out that enhanced organizational commitment will lead to a virtuous cycle of the organizational structure, reduced organizational costs, improved organizational performance, reduced intention to quit, improved productivity, and so on.|
Employees’ behaviors are affected by individuals’ perception, and these perceptions are associated with personal qualities. Numerous studies have indicated that the differences in locus of control. The external locus of control is unable to engage in work, is less involved in the working environment, and is more passive and negative. The internal locus of control on the other hand is a group generally considered better in performance and more motivated. Thus, the purpose of this study is mainly to discuss the effects of the employees’ perceived pay fairness on the organizational commitment, and explore the moderating effect of the locus of control on the organizational commitment.
The subjects in this study are the entire company staff of Company F (excluding foreign workers and expatriates). The questionnaire survey was adopted as the data collection method. In order to prevent a decrease in the number of respondents willing to fill out the questionnaire, the random sampling method was adopted for the questionnaire distribution. A total of 260 copies were distributed, 223 were recovered after statistical analysis. After excluding the 13 invalid questionnaires, 210 valid copies were recovered. The recovery rate is 80.8%.
Through analysis of the organizational commitment dimension, the study results have shown that organizational commitment can be divided into three dimensions: namely, value, effort, and retention. The significant correlation was reached after adding the variable of “perceived pay fairness,” indicating that organizational commitment is indeed subject to effects of the perceived pay fairness. After adding the cross items of locus of control and perceived pay fairness, the results have indicated that the perceived procedural pay fairness, commitment of effort, and commitment of retention have all reached significant standards, indicating that the locus of control actually has moderating effects.
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