Relationship Between Organizational Justice And Employee Engagement Of The New Generation Of Employees:Role Of Perceived Organizational Support And Labor Relations Climate

Hay’s 2012 report noted that Chinese engagement of employees below the global average of 15 percent, showing that China’s low level of employee engagement surprisingly, the Chinese staff and especially the younger generation of low employee engagement also already have the data to prove the indisputable fact,this obviously deviate from the desirable values and behavior.When 90’s employees gradually become the backbone of the labor force, the growth of its different environments brings a unique personality to the performance of human resource management has brought a great challenge. They pursue equality, eager to get attention, they change jobs frequently and be dissatisfied with their jobs, the traditional "dedication" spirit has been missing. Why "Hard-working Chinese people" not engage, it is a concern. According to the social exchange theory, we can see that engagement is a two-way responsibility(Robinson, 2004), The reason why Chinese employees engagement is low is not only to ask the staff, but also to the community and corporate accountability. Thus, in terms of enterprise management, meeting the pursuit of fairness of the new generation of employees, providing help and support to the staff when necessary, can effectively enhance the professionalism of the staff, and thus enhance the competitiveness of enterprises, employee engagement is therefore a meaningful research.This study investigates the relationships between organizational justice, perceived organizational support, labor relations climate and employee engagement on the basis of social exchange theory(SET) and fair theory.On this basis, the study reference for the Chinese context mature sense of fairness scale, verify that the organization of three-dimensional sense of fairness influence the organizational support and engagement, and explore the mediation effect of the organizational support between justice and employee engagement. In this study, 392 valid questionnaires were returned, using SPSS20.0 and Amos21.0 data analysis software, data analysis of the data to verify the hypothesis of structural equation modeling.The results show: first, organizational justice, perceived organizational support have positive impact on employee engagement, and the effect of interactive justice is stronger than the effect of distributive justice and procedure justice. Second, organizational support, has mediating effect on the relationship between organizational justice and employee engagement. Third, labor relations climate, has mediating effect on the relationship between organizational justice and employee engagement.Based on the above findings, the present study proposes measures to improve the new generation of employee engagement, including the establishment of clear two-way communication channel; widening the working width, depth of outreach; providing younger workers more training and learning opportunities; to improve the working environment, increase work environmental privacy; to improve the organization’s sense of identity and belonging of the new generation of employees; to reduce job burnout of the new generation of employees and to develop the work-life balance plan etc., providing reference for enterprises to better management.