Exploring the relationship among salary satisfaction, justice perception, and job engagement – an example of a steel corporation.

• Main Authors: Ching-JiunChen, 陳慶駿
• Other Authors: Shih-Yu Cheng
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/ykg7hs

碩士 === 國立成功大學 === 工業與資訊管理學系專班 === 101 === Salary can not only guarantee employees' lives, but also promote morale, enhance cohesion of incentives. Employees reduce their job engagement when they feel injustice. From the interests of the organization's perspective, job engagement has a significant impact on employee performance, turnover rate and other aspects. From the employees’ perspective, they can get job satisfaction by finding themselves at work. The purpose of the study is to investigate if different salary satisfaction and distributive justice would affect employees' job engagement. This study takes a random sample and paired questionnaires collected from employees of a steel plant, and get 323 valid questionnaires. Through the descriptive statistics, reliability, validity analysis and hierarchy regression analysis, the results show salary satisfaction has significant effect on job engagement, but the incentive and experience principle has no significant on job engagement. Therefore, the study suggests the company award superior and eliminate the inferior. On the other sides, the internal justice has no significant effect on job engagement, and salary satisfaction shows no significant effect on job engagement via internal justice as intermediary factor. Therefore, the study suggests future researcher to explore if other factors such as the progress justice, interactive justice, relationships, corporate culture and entrepreneurial spirit, leadership style, self-fulfillment will affect job engagement. At the end, although external justice and distributive justice have significant effect on job engagement and salary satisfaction shows significant effect on job engagement via them as intermediary factor, but the study also indicates that the senior employees have less job engagement. Therefore, the study suggests future researcher to investigate if employees with different seniority levels will have higher job engagement in different incentives ways, so that more research reference can help the company sustain operation, to sustain operation, make decision of management and make contribute to human resources management.