Human Resource Management System and Organizational Justice among Japanese Firms

本研究从实证和理论两方面考察了日本企业人力资源管理（HRM）制度与公平之间的关系。理论与研究方法据推测，日本式人力资源管理倾向于采用“高介入”（Lawler, 1986）的做法，这种做法增强了“组织公正”（Greenberg, 1990），进而提高了企业绩效。为了对该模型进行实证检验，本文采用了两步问卷调查法。第一步是对位于日本东北地区的210家公司进行问卷调查。第二步问卷调查从最初的210家企业中选取35家企业的946名员工。调查结果(1)采用日本传统人力资源管理政策（长期雇佣，内化技能形成和基于技能形成的评估）的企业倾向于“高介入”人力资源管理实践。(2)“高投入”型人力资源管理系统并未被员工明确确认为对员工参与产生积极影响。(3)如果员工认为人力资源管理系统是参与性的，那么这种感知会增强感知的公平性，进而增强工作满意度、工作动机和组织承诺等态度。这些员工的态度对公司绩效有积极的影响。这项研究的理论并没有得到完全的支持。然而，人力资源管理系统被认为是参与性的，这一结果增强了人们对公平的感知，这意味着即使在日本独特的文化和社会条件下，“组织公正”方法也是有效的。

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.