| dc.description.abstract | The educational publishing industry has a heightened sensitivity towards educational policy, a tremendous concentration of industry-specific knowledge and skills, a high expectation of service orientation, and is immensely competitive. For those employee associates familiar with the industry, the proper execution of organizational justice can help their employees see that their work devotion is in direct proportion to fair and expected return, and therefore, improve efficiency in meeting job performance objectives. Our study aims to discuss the effect that organizational justice has on work devotion and job performance, to further analyze employee work devotion and its correlation with organizational justice, and to discover whether a confounding effect exists.
Our study issued questionnaires to 207 participants. Of those, 196 were returned, with a returned ratio of 94.7%. The analyzed results are as follows:
1. Participants in the under 30 age group showed the highest sensitivity towards awareness of organizational justice and fair interaction, leading to the conclusion that people in this age group expect the opportunity to express themselves when a disagreement exists between them and the company hierarchy. At the same time, they also pay particular attention to the level of respect exhibited by their superiors in both the decision making process and at the execution stage.
2. Organizational justice has a clear and positive correlation to job performance: When the level of organizational justice is high, job performance increases.
3. There also exists a positive correlation between organizational justice and work devotion. This study has shown that employees with a better recognition of organizational justice go beyond their job requirements in contributing to the company.
4. Organizational justice has a clear, significant, and positive effect on job performance. When the factor of job devotion is also considered, the effect organizational justice has on job performance is even more pronounced. In other words, the higher the ＂buy-in＂ from employees through their incentive and reward systems, the better their work performance and willingness to contribute towards the company’s success. | en_US |