Work Attitudes, Organizational Justice and Job Performance : The Case of Real Estate Brokers

• Main Authors: Fan Chi-An, 范紀安
• Other Authors: Chiu Su-Fen
• Format: Others
• Language: zh-TW
• Published: 1998
• Online Access: http://ndltd.ncl.edu.tw/handle/50438561223181656452

碩士 === 國立臺灣科技大學 === 管理技術研究所 === 86 === The purposes of this research are of three-fold. First, the underlying dimensions of real estate brokers'' job performances are explored. Except the traditional task performances, the contextual performances related to brokers'' job are constructed. Second, how job satisfaction, organizational commitment and organizational justice are related to job performances is discussed. Finally, focus turns to the effect of organizational justice on job satisfaction and organizational commitment. To achieve the above purposes, questionnaire survey on real estate brokers and their supervisors was conducted during May 1998, which resulted in 101 valid matched cases. Factor analysis, reliability test and regression were employed to test hypotheses. The research findings are as the followings: 1. Job performances of real estate brokers can be categorized into two groups: task performances and contextual performances. On one hand, task performances comprise of behaviors such as looking for potential cases and selling houses. On the other hand, contextual performances include behaviors of making extra efforts, keeping personal discipline, helping colleagues and engaging in teamwork. 2. Organizational justice has explanatory power on job satisfaction. Specifically, external satisfaction can be explained largely by both distributive and procedural justice, whereas external satisfaction can be explained by procedural justice only. 3. Organizational justice is positively related to organizational commitment. Both distributive justice and procedural justice are related to organizational value commitment and retention commitment at .05 statistical significant level. 4. Organizational justice, job satisfaction and organizational commitment have explanatory power on job performances. On one hand, distributive justice and interactive justice are positively related to task performances. On the other hand, interactive justice is positively related to task performances. Both findings reach .05 statistical significant level.