| Summary: | 碩士 === 高雄師範大學 === 成人教育研究所 === 97 === The purpose of study is to discuss the relationships between enterprise employee organizational justice and work efficiency—according to the example of Taiwanese enterprise, Jin Mei, in main land, China (hereafter will be noted as the subject). The goals of this study are as follows:
1. To understand the status quo of the relationships between subject’s enterprise employee organizational justice and work efficiency.
2. To discuss the difference of subject’s enterprise employee organizational justice and work efficiency under different background variations.
3. To discuss the correlation between two factors of subject’s enterprise employee organizational justice and work efficiency.
4. To discuss the forecast ability of subject’s enterprise employee organizational justice and work efficiency.
The goals of study anticipated to certify the relation model of organizational justice and work efficiency, by which it is able to provide enterprise administrator certain reference basis with aspects to employee work efficiency as well as to prevent and to manage the resignation behavior of employee.
The main research method used survey questionnaire to collect the data, and the population taken would be the current employees serving in subject; 600 copies were issued with 400 returned and effective. Through the use of statistical methods of descriptive statistics, independent t-value test sampling, single factor variation analysis, Pilson differentiation correlation and gradual multi-regression, concrete conclusions are as the following:
1. The current condition of subject’s organizational justice is rated as intermediate high, among which “interaction equality” possesses better level.
2. The current condition of subject’s work efficiency is rated as middle extent, among which “mission accomplishment” possesses better level.
3. Subject’s awareness of organizational justice attained higher level with the terms of “work year is above one year but less than two years; work year is above two years but less than three years” and “non-managerial employees with monthly salaries of two intervals, which are 801-1300 dollars and 1301-1700 dollars.”
4. Non-managerial employees possess higher realization level of organizational justice and work efficiency.
5. Two factors of organizational justice and work efficiency of the subject are positively correlated.
The suggestions to the subject:
1. To refine the equality system of internal organization and to strengthen the acknowledgement level of “organization equality” of employees.
2. The distribution of organization resources ought to reach internal consistency and outer competitiveness. To held recreational activities periodically with specifically employees of managerial, longer work years and high salary of the subject, making it to acknowledge “distribution equality” of organization.
3. To solidify the idea of “interaction equality” to managerial employees to promote “members harmony.”
4. To establish excellent environment of organizational justice and system to strengthen “work efficiency.”
5. Actively granting encouragement and caring at higher level to employees with less work years; Revealing operational condition openly and fairly to employees to raise “procedure equality.”
Suggestions to employees of the subject:
1. Establishing good model of communication and interaction with managerial level supervisor in order to make mutually respected atmosphere of “member harmony” and “interaction equality” reach the best level.
2. Heightening individual awareness of vision of organization in order to effectively coordinate with “mission accomplishment” of work.
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