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2 A study of the Relationship between Organizational justice, Organizational Citizenship and Organizational Performance within Public Sector Employees the Cases of Southern Concils A Thesis Submitted to Graduate School of Business and Administration Shu-Te University of Science & Technology In Partial Fulfillment of the Requirements For the Degree of Master of Management in Business Administration June 2006 Yen Chau, Kaohsiung, Taiwan, Republic of China - 1 -

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8 Abstract Today, be ambitious of the businesslike government, the government organization becomes the biggest service industry in a country. An effectiveness, quality, and incorruptible government will be most favorable by the citizen. However, the organizational design has never been perfect, the organization operation and policy practice do not always show justice. This manner derives the relationship between employee s awareness of organizational justice and input of work force. In addition, employee complete their duties may not drive the government organization to achieve its goal completely. Achieving organizational goal depends on the behaviors that are beyond normal role requirements which include self-management and interaction. This is called the organizational citizenship behavior (OCB). It is not a behavior underlying a formal or certain condition but self-sacrifice, which can drive the organizational operation effectively. In summary, this study examines the relationship between organizational justice, organizational citizenship and organizational performance. In this study, 200 of questionnaires were sent to the employees of the southern city councils in Taiwan. 124 useful responses out of 164 questionnaires were collected. The collected data were analyzed by using t-test, one-way ANOVA and correlation statistical analysis. Result shows as follows: 1. Gender, age, job position, marriage and working experience versus organizational justice, organizational citizenship behavior and organizational performance do not have significant differences, which mean that age does not influence organizational justice, organizational citizenship behavior and organizational performance. 2. In the correlation analysis of organizational justice and organizational citizenship behavior, except no significant correlation between distribution justice versus sportsmanship and conscientiousness, others have significant correlation. 3. In the correlation analysis of organizational citizenship behavior and organizational performance, except no significant correlation between conscientiousness versus group cohesiveness and job satisfaction, others have significant correlation. 4. The correlation analysis of organizational justice and organizational performance all show significant correlation. Keywords: Organizational justice, Organizational citizenship behavior, Organizational performance - v -

9 Caiden1991 bureaucratic entrepreneur Nancy C. Roberts & Paula J. King1996 Microsoft Bill Gates - 1 -

10 Business At The Speed Of Thought 4E,1995 IMD Government Efficiency

11 Organizational Citizenship Behavior,OCBOrgan,1988 Katz,

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14 Equity Theory Barnard,1998Barnard incentives Adams1963 Equity Theory justice 1960 Equity Theory Homans,1961 Adams, Campbell Prichard,

15 Arvey,1979 AramSalipante, FolgerKonovsky Farh Podsakoff Organ,1990 KonovskyFolger,1991KonovskyPugh,1994 Distributive justice Procedural justice Folger Greenberg,1985 Adams

16 Folger & Greenberg,1985 KimMauborgn1993 FolgerKonovsky,1989 Interactional Justice Bies & Moag,

17 Greenberg (Reactive-proactive dimension) 2. (Process-content dimension) - 9 -

18 2-1 (Adams,1965) (Thibaut & Walter,1975) (Leventhal,1976a,1980) (Leventhal,Karuza,& Fry,1980) Greenberg, J. (1987), A Taxonomy of organizational justice theoies, Academy of management Review, Vol.12, No.1, pp Moorman 1991Niehoff & Moorman a2002b

19 1938Barnard The Functions of the Executive Katz1964 Katz ( ) Bateman

20 Organ, 1983; SmithOrgan Near, 1983 Katz & Kahn SmithOrgan Near1983 Organ

21 Organ1990 Organ1990 Konovsky Pughe1994 Robinson Morrison

22 Organ,1990 (in-role behavior)( ) extra-role behavior

23 Bateman Organ1983 SmithOrgan Near1983 altruism generalized compliance 1986 Graham civil virtue Organ,1990 Organ1988 Organizational citizenship Behavior : The Good Solider Syndrome,1988 SmithOrgan Near1983 Graham sportsmanship courtesy conscientiousness Organ

24 Williams Anderson1991 OCB-O OCB-I OCB-O OCB-I Graham1991 individual initiative interpersonal helping loyal boosterism personal industry Van DyneGraham Dienesch(1994)

25 loyaltyobedience participation PodsakoffMacKenziePaine Bachrach helping behavior sportsmanship organizational loyalty organizational compliance individual initiative civic virtue self development 1992 FarhEarley Lin identification with

26 company altruism toward colleagues conscientiousness interpersonal harmony protecting company resources FarhEarley Lin etic dimensions emic FarhEarley Lin Organ

27 2-2 OCB OCB etic dimensions( ) (civic virtue) (identification with company)civic virtue (altruism) (altruism toward colleagues) altruism (conscientiousness) (conscientiousness) conscientiousness emic dimensions( ) (sportsmanship) (interpersonal harmony) (courtesy) (protecting company resources) FarhEarley Lin(1997)

28 2-3 Bateman & Organ 1983 Smith 1983 Graham 1986 Organ 1988 (OCB-O) Williams & 1991 Anderson (OCB-I) Graham 1991 Van Dyne 1994 Podsakoff Farh

29 Venkatraman and Ramanujam, 1986 Campbell Campbell,1977 RuekertWalker & Roering Efficiency

30 2. Effectiveness 3. Adaptability Guest(1997)

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91 20. (1999) 21. (2004)

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93 Employee Responsibilities and Rights Journal, Vol.4, No.4, pp Greenberg, J. (1990), Organizational justice: Yesterday, today, and tomorrow, Journal of Management, Vol.16, pp Greenberg, J.(1987), A Taxonomy of organizational justice theoies.,academy of management Review, Vol.12, No.1, pp Guest, D. E. (1997). Human resource management and performance: a review & research agenda,international Journal of Human Resource Management Vol., 8, No.3, pp Guielford, J. P.(1965). Fundamental Statistics in Psyhology and Education, New York: Mc Graw-Hill. 20. Hall, Richard H.(1991), Organization: Structures, Processes, and Outcomes. New Jersey:Prentice Hall. 21. Homans, G. G.(1961), Social Behavior: Its Elementary Forms, New York: Harcourt, and Brace. 22. Karambayya, R. (1990), Contextual predictors of organizational citizenship behavior, Academy of Management Best Papers Proceedings: Katz, D. (1964), The motivational basis of organizational behavior, Behavioral Science, 9(2): Katz, D., & Kah, R. L.(1978), The social psychology of organizations. New York: Wily. 25. Kidwell, R. E. and Mossholder K. W.(1997), Cohesiveness and organizational citizenship behavior: A multilevel analysis using work groups and individuals. Journal of Management, Vol.23, pp Kim, W. C., and Mauborgne R. A.(1993), Procedural Justice, Attitudes, and Subsidiary Top Management Compliance with Multinationals, Corpo rate Strategic D ecisions, Academy of Management Journal, Vol. 36, No. 3, pp Konovsky, M. A. & Pugh, S. D. (1994), Citizenship behavior and social exchange, Academy of Management Journal,Vol. 37, No.3, pp Konovsky, M. A., and Folger, R. (1991), The effects of procedural and Distribuive Justice on Organizational Citizenship Behavior, Academy of Management Journal. 29. Konovsky, M. A., and Pugh, S. D.( 1994), Citizenship Behavior and Shocial Exchange, Academy of Manag emnt Journal, Vol. 37, No. 3, pp Leventhal, G. S. (1976), Fairness in s ocial relationships. In J. W. Thibult, J. T. Spence, & R. C. Carson(Eds), Contemporary topic in social psychology,morristown NJ: General Learning Press. 31. Leventhal, G. S. (1980), What should be done with equity theory? In K. J. Ge

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<4D6963726F736F667420576F7264202D20433032372DA451A447A67EB0EAA5C1B0F2A5BBB1D0A87CA74BB8D5A44ABEC7B657C342A4F1A7C7A4BDA5ADA9CAA4A7BDD7AD7A2D2D31303230313234ADD72E646F63> 十二年國民基本教育免試入學超額比序公平性之論述 : 以中投區模擬作業為例摘要我國自 2011 年將開始啟動十二年國民基本教育,2014 年全面推動, 這是國家教育政策重大改變的轉捩點, 也是提昇國民教育水平, 培養國家潛力的重要