Research On The Influence Of Organizational Justice On The Counterproductive Behaviors Of The New Generation Employees After The 1990s

Counterproductive behaviors are the behaviors that the employee produces intentionally to harm the organization and colleague's benefit.Counterproductive behaviors are widespread and destructive to organizations.The post-90 s new generation employees has gradually become the main force in the workplace.Due to their distinct workplace characteristics,the society has mixed opinions on them,and their counterproductive behaviors often bring serious consequences to the organization.Therefore,this study takes the post-90 s new generation employees as the research object,and conducts an in-depth study on their counterproductive behaviors.Through reviewing and summarizing the existing literature,this study finds that employees' perception of organizational fairness and the resulting series of psychological activities will affect employee behavior.Therefore,based on the existing research,this study explores the impact of organizational justice and its dimensions on counterproductive behaviors and its dimensions.At the same time,it explores the role of power distance in the adjustment of organizational fairness and its various dimensions and counterproductive behaviors and its various dimensions.In this way,we will enrich the existing theory and provide countermeasures for the company to better manage the new generation of employees after the 1990 s.Based on the existing theories and relevant literature,this study proposes research hypotheses and models,collects data through questionnaire survey,and verifies the research hypotheses by means of difference analysis,correlation analysis and regression analysis.Based on the analysis results,the following conclusions are drawn in this study: Organizational justice has negative influence on counterproductive behaviors;Procedural fairness has a negative impact on organizational orientation and interpersonal orientation to counterproductive behaviors;Distributional equity has a negative impact on organizational orientation and interpersonal orientation to counterproductive behaviors;Leadership equity has a negative impact on interpersonal resistance to counterproductive behaviors,but has no significant impact on interpersonal orientation to counterproductive behaviors;Information fairness has a negative impact on organizational orientation and interpersonal orientation to counterproductive behaviors;Power distance has a negative regulating effect on procedural fairness and counterproductive behaviors;The power distance has no significant negative regulating effect on procedural fairness and organizational orientation,and interpersonal orientation to counterproductive behaviors.Power distance has a negative regulating effect on distribution fairness and organizational orientation,however,the power distance does not significantly negatively regulate the distributional fairness and interpersonal orientation of counterproductive behaviors.The power distance does not significantly regulate the leadership fairness and organizational orientation,and the interpersonal orientation of anti-production behavior.The power distance has a negative regulation effect on information fairness and interpersonal orientation counterproductive behaviors,but the power distance does not significantly negatively regulate the information fairness and organizational orientation to counterproductive behaviors.