Procedural Justice
英文名称： Procedural Justice 中文名称： 程序公平
作 者： Farh, J.-L., P. C. Earley, et al.
出 处： Farh, J.-L., P. C. Earley, et al. (1997). \is of justice and...\简 介：
条 目： Farh, J.-L., P. C. Earley, et al. (1997). \for action: A cultural analysis of justice and...\
The sample for this study consisted of employees drawn from eight companies in the electronics industry of Taiwan. All eight companies were locally owned and were members of the 500 largest companies in Taiwan. Thirty to forty matching questionnaires were distributed to supervisors and subordinates in each company. The sample consisted mainly of low to mid-level managers, engineers, salespersons, and clerical staff.
Participation
1.Managers at all levels participate in pay and performance appraisal decisions; 2.Through various channels, my company tries to understand employees’ opinions regarding pay and performance appraisal policies and decisions. 3.Pay decisions are made exclusively by top management in my company; others are excluded from this process; (R)
4.My company does not take employees’ opinions into account in designing pay and performance appraisal policies. (R) Cronbach alpha was .71 7-point scale (1=strongly disagree, 7=strongly agree)
Appeal Mechanism
The company has a formal appeal channel;
The company imposes a time limit within which the responsible parties must respond to the employee’ appeal;
Employees’ questions concerning pay or performance appraisal are usually answered promptly and satisfactorily. Cronbach alpha was .81 7-point scale (1=strongly disagree, 7=strongly agree)
信 度：gree) 效 度：备 注：
Cronbach alpha was .71 7-point scale (1=strongly disagree, 7=strongly a Justice Scale
英文名称： Justice Scale 中文名称： 公平问卷
作 者： Niehoff, B. P., & Moorman, R. H. 出 处：
Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behaviors. Academy of Management Journal, 36(3), 527-556. 简 介： 条 目：
Sample: The employees and general managers of a national movie theater management company that operated 11 theaters in a large southwestern city were studied. The employees (N = 213) averaged 19.9 years of age and nearly two years of experience working in the theaters. A majority had completed high school, but only 17 percent had completed college. Each theater was under the authority of a general manager; thus, 11 general managers took part in the study. The number of employees per theater varied from 15 to 45. At each location, a group of assistant managers aided the general manager in the operation of the theater, but there were no direct lines of authority between these assistants and specific employees. In fact, the vice president for human resources described the assistant managers as a pool of assistants who could be assigned to any shift on any day. The one constant at each theater was that each general manager had ultimate responsibility for the operation and was on-site for most of the theater's hours of business. The assistant managers were not included in the data for this study.
The employees completed a survey describing their perceptions of distributive and procedural justice and the monitoring behaviors of their general manager. Since the assistant managers worked various shifts but the general managers
remained on-site for most of the working hours, we considered the general managers the appropriate referents for the measurement of leader monitoring behaviors. The general managers provided data for the measures of organizational citizenship behavior; some general managers assessed OCB for 15 employees, and some assessed 45 employees.
All surveys were completed on company time. Since data were being collected from two sources, employees and general managers, we asked all participants to put their names on the surveys but took precautions to insure confidentiality. Each employee received an envelope in which to seal the completed survey and mailed it directly to us. In total, 213 out of 260 employee surveys were returned for a response rate of 81 percent. Conversations with the company's vice president for human resources suggested that the demographic characteristics of the respondents reflected those of the general population of employees at the theaters.
All items used a seven-point response format. Distributive justice 1. My work schedule is fair. 2. I think that my level of pay is fair. 3. I consider my work load to be quite fair. 4. Overall, the rewards I receive here are quite fair. 5. I feel that my job responsibilities are fair. Formal procedures
1. Job decisions are made by the general manager in an unbiased manner. 2. My general manager makes sure that all employee concerns are heard before job decisions are made.
3. To make job decisions, my general manager collects accurate and complete information.
4. My general manager clarifies decisions and provides additional information when requested by employees.
5. All job decisions are applied consistently across all affected employees.
6. Employees are allowed to challenge or appeal job decisions made by the general manager. Interactional justice
1. When decisions are made about my job, the general manager treats me with kindness and consideration.
2. When decisions are made about my job, the general manager treats me with respect and dignity.
3. When decisions are made about my job, the general manager is sensitive to my personal needs.
4. When decisions are made about my job, the general manager deals with me in a truthful manner.
5. When decisions are made about my job, the general manager shows concern for my rights as an employee.
6. Concerning decisions made about my job, the general manager discusses the implications of the decisions with me.
7. The general manager offers adequate justification for decisions made about my job.
8. When making decisions about my job, the general manager offers explanations that make sense to me.
9. My general manager explains very clearly any decision made about my job.
信 度： The CFI for the three justice dimensions was .92. This scale was based on one used by Moorman (1991) and had reported reliabilities above .90 for all three dimensions. 效 度： 备 注：