Human Resource Management System and Organizational Justice among Japanese Firms

本研究对日本企业的人力资源管理（HRM）制度与公平性之间的关系进行了实证和理论研究.理论和研究方法有人假设，日本式的人力资源管理往往有“高参与”（劳勒，1986年）的做法，提高“组织公平”（格林伯格，1990年），反过来又提高企业的业绩。为了检验这一模型的经验，两个步骤的问卷调查。第一步的问卷调查，210家企业位于日本东北地区。第二阶段的问卷调查从210家企业中抽取35家企业的946名员工进行.调查结果（1）没有发现采用日本传统的人力资源管理政策（长期雇用，技能形成内化，并根据技能形成进行评估）的企业倾向于采用“高参与”的人力资源管理做法。(2)“高度参与”的人力资源管理系统没有被明确证实被员工视为积极影响员工的参与。(3)如果人力资源管理系统被认为是员工的参与，这种看法增强了公平感，这反过来又提高了工作满意度，工作动机和组织承诺的态度。这些员工态度对企业绩效有正向影响.本研究的理论并不完全支持。然而，HRM系统被认为是参与增强感知公平的结果意味着，“组织正义”的方法是有效的，即使在日本独特的文化和社会条件下发现。

In this study, the relationship between the Human Resource Management (HRM) system of Japanese Firms and fairness was examined empirically as well as theoretically.1. Theory and research methodIt was hypothesized that the Japanese style of HRM tends to have "High-Involvement" (Lawler, 1986) practices which enhance "organizational justice" (Greenberg, 1990) and in turn firm performance. In order to test this model empirically, a two step questionnaire survey was utilized. The first step questionnaire survey was administered to 210 firms located in Tohoku district of Japan. The second step questionnaire survey was administered to 946 employees from 35 firms selected from the initial 210 firms.2. Results of surveys(1) It was not found that firms employing Japanese traditional HRM policy (long term employment with internalized skill formation and appraisal based on skill formation) tend to have "High-Involvement" HRM practices.(2) "High-Involvement" HRM systems were not clearly confirmed to be perceived by employees as positively influencing employee participation.(3) If HRM systems were perceived by employees to be participative, this perception enhanced perceived fairness, which in turn enhanced attitudes such as job satisfaction, work motivation, and organizational commitment. These employee attitudes impacted positively on Firm performance.3. ImplicationsThe theory of this study was not wholly supported. However, the result that HRM systems perceived as participative enhanced perceived fairness implies that the "organizational justice" approach is effective even under the unique cultural and social conditions found in Japan.