组织公平感与员工忠诚度关系的实证研究外文翻译.docVIP

外文翻译 原文1： Progress in Organizational Justice:Tunneling Through the Maze Before starting this journey, it is important to specify our orientation. In keeping with social science tradition, our treatment of justice is completely descriptive in orientation-focusing on peoples perceptions of what constitutes fairness, and their reactions to unfair situations.This is in contrast to the large body of work in moral philosophy (e.g., for a review, see Cohen Greenberg, 1982) which is inherently prescriptive, specifying what should be done to achieve justice (for more on this distinction, see Greenberg Bies, 1992). As such, when organizational scientists talk about justice, they generally are referring to individual perceptions, ones evaluations as to the appropriateness of a given outcome or process. Thus, as the term is used here, justice is subjective ?eas perceived by a person. ...... In general, the study of organizational justice has focused on two major issues: employees responses to the things they receive?that is, outcomes, and the means by which they obtain these outcomes?that is, procedures. It is almost tautological to claim that all allocation decisions are about outcomes. In fact, work settings may be characterized by the outcomes stemming from them. For example, performance appraisal results in some rating or ranking, a promotion decision culminates in a new job, a pay review results in a raise, a selection interview results in a hiring decision, and so on. Of course, outcomes also can be negative as well as positive. For example, decisions are also made about how to punish a poor performer, and whom to terminate during cutbacks. Allocations result in a certain configuration or pattern whereby some individuals get more and others get less. Individuals evaluations of these outcomes are referred to as judgments of distributive justice(Leventhal. 1976a). Although concerns about distributive justice are critical in organizations, and were the first form of ju