The Relationship Among Organizational Justice, Psychological Ownership And Job Performance

Human resources is the key resources to the development of the enterprise, and enterprise employee’s work performance directly affect the realization of enterprise’s goal. For over30years reform and opening up, Chinese private enterprises have achieved rapid development, and gradually become the important foundation of China’s economic social development and an important part of market economy, private enterprises have become the main force to promote the development of our country’s economy. But the ownership of the private enterprises, management system etc., affect the employees’ organizational justice and job performance. Related research shows that there is correlation between organizational justice and job performance, but few studies have involved the relationship among organizational justice, psychological ownership and job performance, especially the relationship between psychological ownership and of organizational justice rarely mentioned.This paper mainly through literature review, puts forward related theoretical model and research hypothesis. We have carried on the questionnaire survey among private enterprise employees in hangzhou, ningbo, shaoxing, jiaxing, huzhou, ninghai, quzhou, wenzhou, yongkang, lishui and other regions of zhejiang province. Back the questionnaires out of1000,842, of which there were596effective questionnaires were, effective recovery rate was59.6%. Using SPSS19.0to analyze the data collected by questionnaire, sample descriptive analysis; Measurement scale reliability and validity, in order to ensure the effectiveness and accuracy of the selection tools; The correlation analysis and regression analysis between each variable and its each dimension, thus to put forward the research hypothesis, to discussed the relationship among organizational justice, psychological ownership and job performance, to explore the psychological ownership in the presence of intermediary role between organizational justice and job performance.After hypothesis testing and analysis, this study has the following conclusions:①Organizational justice has significant positive influence on job performance, among them, procedural justice, fair distribution, fair information and interpersonal justice all has significant positive influence on job performance.②Organizational justice has significant positive influence on psychological ownership, and procedural justice, fair distribution, fair information and interpersonal justice all has significant positive influence on psychological ownership.③Psychological ownership has significant positive influence on job performance, including has significant positive influence on task performance, interpersonal promotion and dedication.④Psychological ownership has partial intermediary effect between organizational justice and job performance.⑤Some demography variables can produce certain effect to organizational justice, psychological ownership, job performance dimensions and their dimensions.According to the empirical conclusion, we have the following management suggestions: Perfecting the management system, to shape a fair organization atmosphere; Establish a positive attitude, identity and strengthen psychological ownership; Strengthen the weak link in specific populations; Provides training and reasonable promotion mechanism; To build "people-oriented" enterprise culture. Finally, the deficiency of this study was pointed out that to improve the research methods and direction.