상사의 행동이 부하의 공정성 지각과 성과에 미치는 영향

Abstract

This paper predicted subordinate perceptions of fairness on supervisor behavior from leadership and attribution theory perspectives. First, from the perspective of average leadership style theory, a supervisor shows homogeneous behavior to the subordinate in the same group and subordinate perceive fairness on a supervisor’s homogeneous behavior. Second, from the perspective of vertical dyad linkage theory, a supervisor divides subordinates in the same group into two group as in-group and out-group. A supervisor shows different behavior toward in- and out-group. In- and out-group members perceive supervisor’s differential behavior as fair. Third, from the perspective of attribution theory, a subordinate would perceive supervisor’s favorable behavior toward him or her as fair, whereas a subordinate perceive a supervisor’s unfavorable behavior toward him or her as unfair. We predicted that the attribution theory perspective is more valid than the leadership perspective. In addition, we hypothesized subordinate perceptions of fairness on supervisor behavior positively related to subordinate performanceBased on thee predictions, four hypotheses were derived: H1: A supervisor’s homogeneous behavior toward subordinates in the same group will positively relate to subordinate perceptions of fairness on supervisor behavior and supervisor behavior will vary between groups rather than within groups. H2: A supervisor’s heterogeneous behavior toward subordinates in the same group will ngatively relate to subordinate perceptions of fairness on supervisor behavior and supervisor behavior will vary within groups rather than between groups. H3: A supervisor’s favorable behavior will positively relate to subordinate perceptions of fairness on supervisor behavior. H4: A subordinate’s perception of fairness on supervisor behavior will positively relate to subordinate performance. To test the proposed hypotheses in this study, we collected the data from 147 employees form 49 groups in 7 organizations,The results showed that the attribution theory perspective was more valid than the leadership perspective. The results also showed that subordinate perceptions of fairness on supervisor behavior were positively associated with subordinate performance. Theses results indicate that subordinates perceive his or supervisor’s favorable behavior as fair, whereas they perceive his or supervisor’s unfavorable behavior as unfair The results also indicate that subordinate perceptions of fairness on supervisor behavior increase subordinate performance. In conclusion section the implications of the results, directions for future study, and the limitations of this study were discussed.