Organizational Justice, Employment Relationship and Employee Job Attitudes

Abstract

The study shows that the relationship between leadermember exchange and Employee job attitudes is significant and LMX plays a mediating role in the relationship between interpersonal justice, informational justice and the job attitudes; psychological contract violation is negatively related to job attitudes, and it plays a mediating role in procedural justice and partially mediates the relationship between interpersonal justice, informational justice and job attitudes. The study shows that Chinese private-owned enterprise should improve the employee job attitudes by creating a distributive justice mechanism and constructing high-quality employment relationship as well as leader-member relationship, which in turn influences the employees' satisfaction and organizational commitment.

How Does Information Sharing of a Supervisor Influence Proactive Change Behavior of an Employee? The Chain Mediating Role of Family-Like Employee–Organization Relationship and Relationship Energy

“…Work-related information sharing of supervisors can provide employees with the work support they need, reduce uncertainty and risk concerns in working, help avoid possible differences and conflicts between supervisors and employees, and build a harmonious atmosphere similar to getting along with relatives, which promotes the formation of family-like employee–organization relationships ( Long and Chen, 2020 ). This kind of relationship can improve effort-achievement expectations and goal-achievement intrinsic valence of employees ( Wang et al, 2009 ; Tan et al, 2019 ) and provide motivation for their hard work, so that relationship energy is generated. Work-related information sharing of supervisors indicates that supervisors recognize this employment contract relationship and appreciate the personal value of employees, which is conducive to shortening the distance between the superior and the subordinate, increasing mutual emotional communication and promoting the formation of family-like employee–organization relationships.…”