조직공정성 유형별 불공정성 인식이 반응행동(EVLN)에 미치는 영향

다국어 초록 (Multilingual Abstract)

This paper aims to examine the causal relationship between organizational justice types and EVLN as responses to employee's perceptions of unfairness.
At first, this article reviewed the literatures of organizational justice, examined organizational justice could be classified into 3 or 4 types of justice(distributiveㆍproceduralㆍinteractional(interpersonalㆍinformational)) by assessing measurement scales of organizational justice and applied these scales to Korean employees. Hirschman's EVLN model which categorizes dissonance response behaviors as Exit, Voice, Loyalty, and Neglect was used.
In order to perform this study, the data of Korean General Social Survey(year 2000, 2009) were analyzed. Overlapping data of 2000, 2009 about perceptions of unfair treatments, personnel decision making and its procedures, actions after personnel decision making and about dissonance response behaviors were tested to strengthen the validity of this study. Hypotheses were verified through the factor analyses and multiple regression analyses.
The effects which each organizational justice type had on dissonance response behaviors were different by their types. Unfair perception in procedural justice was positively related with most of the dissonance response behaviors, exit had positive relation with distributive injustice dominantly, and direct voice was negatively related with interactional(informational) injustice.
By investigating the changes between year 2000 and 2009 from post-hoc compara- tive analysis, this article verified that there had been noticeable improve- ment in perception of organizational justice, though unfairness perceptions were serious as before. And this article examines that exit, indirect voice had decreased in 2009 compared with 2000 and direct voice took precedence of exit in 2009 unlike in 2000.
Finally this paper derives some implications for personnel management and labor-management policy direction.

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