| Summary: | 碩士 === 大同工學院 === 事業經營研究所 === 86 === Within organizations both employers and employees can be expected to have concerns about justice. Obviously employees prefer fair treatment over unfair treatment.But what does it mean to be treated fairly or unfairly? Disparate answers to this question have arisen due to the development of two distinct literatures on the psychology of justice. One has been concerned with distributive justice, or perceptions related to the fairness of amounts received. More recently, another body of research has directed attention to procedural justice, or perceptions of the fairness of decision-making processed. This study selected the employees of three types of banks─foreign banks, domestic private banks, and domestic state-owned banks in Taipei─as the sample. The major findings of this study are summarized as follows: 1. For foreign banks, data analysis reveals that the significant predictors of the turnover intentions include the tenure of the current occupation, pay grade, feminine, and androgynous sex-role traits. The significant predictors of job satisfaction lie in procedural justice and distributive justice. The significant predictor of the supervisor evaluations consists only in proceduraljustice. The significant predictors of organizational commitment are comprised of position and procedural justice. 2. For domestic private banks, data analysis reveals that the predictor of the turnover intention lies only in pay grade. The predictor of job satisfaction is distributive justice. The significant predictor of supervisor evaluations is procedural justice. The significant predictor of organizational commitment is distributive justice. 3. For domestic state-owned banks, data analysis reveals that there exist no significant predictor for turnover intentions and supervisor evaluations. The predictors of job satisfaction include the interaction of distributive justice and gender, as well as the interaction of procedural justice and gender. The significant predictor of organizational commitment lies only in tenure on the current job. The implications for managerial practice are pointed out as follows: 1. Our study suggests that the foreign banks may consider the androgynous sex-role trait of the candidates as a desirable qualification when recruiting so as to capitalize on intentions to stay. The result suggests that top managers of the foreign banks would be well-served by trying to improve procedures and distributions or at least to create an "aura" of fairness. By doing so, job satisfaction, supervisor evaluations, and organizational commitment of the foreign bank employees may be enhanced. In addition, it may be conducive to increasing the employees'''' job satisfaction if the management can deliver the message that the distribution levels will be improved. 2. We suggest that the managers of the domestic private banks could enhance the stay intentions, job satisfaction, and organizational commitment of their employees by improving the fairness of distributions, and could raise supervisor evaluations by communicating to employees the fairness of procedures. 3. We suggest that managers of the domestic state-owned banks need to be aware that their employees may attach different weights to distributions and procedures based on gender difference. This may imply that there is a need for different strategies for dealing with men and women as management tries to create an overall environment of fairness. When dealing with their female subordinates, managers may have to emphasize the notion that distribution levels will eventually improve.
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