||Procedural Justice, Psychological Ownership and Job Performance: Moderating Roles of Networking Ability and Trait Competitiveness
||Institute of International Management (IIMBA--Master)(on the job class)
召集委員-Alan J. Webb
This study applies the social exchange theory to examine the associations between employees’ perceived procedural justice, psychological ownership and job performance. The moderating effects of networking ability and trait competitiveness between psychological ownership and job performance are explored as well.
Research results based on 711 respondents collected from a famous high-tech enterprise located in Tainan Science Park show that employees’ procedural justice can advance their psychological ownership and job performance. Moreover, psychological ownership plays a mediating role between procedural justice and job performance. Although networking ability and trait competitiveness each plays a direct effect on an employee’s job performance, they do not moderate the relationship between psychological ownership and job performance. This study contributes to the social exchange theory by an integrated consideration of employees’ perception, attitude, and cognitive characteristics in promoting their task outcome. Research implications and future directions are discussed.
TABLE OF CONTENTS IV
LIST OF TABLES VII
LIST OF FIGURES IX
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivation.1
1.2 Research Objective and Contributions. 2
1.3 Research Procedure. 4
CHAPTER TWO LITERATURE REVIEW 5
2.1 Theoretical Background: Social Exchange Theory. 5
2.2 Definitions for Research Variables. 6
2.2.1 Procedural Justice. 6
2.2.2 Psychological Ownership. 8
2.2.3 Job Performance. 11
2.2.4 Networking Ability. 12
2.2.5 Trait Competitiveness. 14
2.3 Hypotheses Development. 15
2.3.1 Relationship between Procedural Justice and Psychological Ownership. 15
2.3.2 Relationship between Psychological Ownership and Job Performance.16
2.3.3 Relationship between Procedural Justice, Psychological Ownership and Job Performance. 16
2.3.4 Networking Ability as a Moderator. 17
2.3.5 Trait Competitiveness as a Moderator. 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 19
3.1 Conceptual Model. 19
3.2 Summary of Hypotheses. 20
3.3 Construct Measurement. 20
3.3.1 Procedural Justice. 20
3.3.2 Psychological Ownership. 21
3.3.3 Job Performance. 22
3.3.4 Networking Ability. 23
3.3.5 Trait Competitiveness. 24
3.3.6 Control variables. 25
3.3.7 Reliability Test of the Variables. 27
3.4 Statistic Analyses. 27
3.4.1 Descriptive Statistics Analysis. 27
3.4.2 Reliability Test. 27
3.4.3 Confirmatory Factor Analysis. 28
3.4.4 Pearson Correlation Analysis. 29
3.4.5 Hierarchical Regression Analysis. 29
CHAPTER FOUR RESEARCH RESULT 30
4.1 Descriptive Analysis. 30
4.1.1 Data Collection. 30
4.1.2 Characteristic of the Respondents. 31
4.2 Pearson Correlations. 32
4.3 Confirmatory Factor Analysis. 34
4.4 Hierarchical Regression Analysis. 36
4.4.1 Relationship between procedural justice, psychological ownership and job performance. 36
4.4.2 The Moderating Effect of Networking ability and Trait Competitiveness. 37
CHAPTER FIVE CONCLUSIONS AND SUGGESTIONS 39
5.1 Research Conclusion and Discussion. 39
5.1.1 Theoretical Implications. 39
5.1.2 Managerial Implications. 40
5.2 Limitations and Suggestions. 41
Appendix 1: Survey Questionnaire 49
Appendix 2: Survey Questionnaire for Employees (Chinese Version) 54
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