The Structure Of Organizational Injustice And The Relationship Of It And Retaliation In The Workplace, Perceptions Of Organizational Politics

Organizational justice is a hot topic in the field of organizational behavior, there has been a common sense about the structure and effect of organizational justice. And generally, organizational justice and injustice are deemed to be corresponding, which suggests that organizational injustice also has three or four dimensions, and has negative effect on an organization. Generally, most justice researches hypothesize: if the injustice perception were reduced, the level of justice would be enhanced. Justice and injustice usually are regarded as two facets of one question. There is a lack of direct research on organizational injustice's structure and effect.Due to system reform in China, the injustice was seen as a familiar phenomenon, and sometimes it might even destruct the society's stabilization. The research was done among the Chinese enterprises in order to know the content and structure of organizational injustice, and to explore the influence of organizational injustice on retaliation in the workplace and perceptions of organizational politics, whereupon the manager can change some aspects of organizational injustice to reduce retaliation and perceptions of organizational politics. Therefore the study has great theoretical and practical value.The process of this study was divided into 3 stages: First, it was qualitative research. After having interviews with 15 employees, the records had been coded. Other 8 employees were invited to evaluate the records. Then the initially organizational injustice questionnaire with 36 items was formed. Second, measurement scale for the organizational injustice was compiled. Based on the outcomes of anterior investigation, the forecasting questionnaire was formed. After preliminary test, exploratory factor analysis was conducted on 195 valid questionnaires recalled, from which five factors of organizational injustice were extracted: appraisal and promotional injustice, distributive injustice, interactional injustice, leader injustice, procedural injustice. Some items were deleted for their factor loadings were large more than one factor at the same time, and then the formal questionnaire of organizational injustice with 22 items was decided. In the formal survey, confirmatory factor analysis was conducted on the 432 valid questionnaires recalled, and the result also confirmed the five dimensionalities. Third, relationships among some variables were explored. After executing the formal questionnaire with organizational injustice questionnaire, compliance questionnaire, retaliation in the workplace questionnaire, the perceptions of organizational politics questionnaire and impression management questionnaire, the result of hierarchical regression indicated organizational injustice had positive effect on retaliation in the workplace and perceptions of organizational politics. In detail, appraisal and promotional injustice and distributive injustice had positive effect on retaliation in the workplace; appraisal and promotional, distributive and interactional injustice had positive effect on self-serving behaviors; procedural injustice had negative effect on pay and promotion; appraisal and promotional, distributive and interactional injustice had positive effect on coworker relations. The result also showed compliance had a moderating effect on the relationship of leader injustice and retaliation in the workplace, distributive injustice and self-serving behaviors, interactional injustice and pay and promotion, and distributive injustice and coworker relations. Finally, the impact of some demographic variables and organizational variables on each dimensionality of organizational injustice was discussed.