論文

コレクション : 国立国会図書館デジタルコレクション > デジタル化資料 > 雑誌

The purpose of the present study was to examine the relationships between several personnel practices that were employed for implementing the merit basedtreatment and the perception of fairness in performance evaluation. This study shed light on three personnel practices: performance appraisals, Management by Objectives (MBO), and the annual “salary system.” Because all three were, in part, utilized in the attempt of realizing the idea of merit treatment in work settings, their effects on the perception of fair treatment were subject to scientific investigation. Hence, the study examined empirically whether three personnel practices improve perceived fairness of performance evaluation. Survey results of the data collected from 1, 823 Japanese employees showed that only the annual “salary plan” was positively related to perceived fairness. In addition, the study investigated if the competitive climates moderate the relationships between three practices and employees' perception of fairness. Hierarchical regression analyses indicated that the relationships between these practices and employees' perception of fairness varied by the degree of competitiveness in the workplace. Implications of the study findings were discussed.

The purpose of the present study was to examine the relationships between several personnel practices that were employed for implementing the merit basedtreatment and the perception of fairness in performance evaluation. This study shed light on three personnel practices: performance appraisals, Management by Objectives (MBO), and the annual “salary system.” Because all three were, in part, utilized in the attempt of realizing the idea of merit treatment in work settings, their effects on the perception of fair treatment were subject to scientific investigation. Hence, the study examined empirically whether three personnel practices improve perceived fairness of performance evaluation. Survey results of the data collected from 1, 823 Japanese employees showed that only the annual “salary plan” was positively related to perceived fairness. In addition, the study investigated if the competitive climates moderate the relationships between three practices and employees' perception of fairness. Hierarchical regression analyses indicated that the relationships between these practices and employees' perception of fairness varied by the degree of competitiveness in the workplace. Implications of the study findings were discussed.

Abstract This study delves into the enduring influence of egocentric bias within negotiation contexts despite fair settings. We investigate how individuals navigate the interplay between egocentric bias, justice mechanisms (i.e., procedural and retributive justice), and their impact on zero-sum thinking. Across three studies encompassing 947 participants from Japan and the UK, we explored these dynamics through simulated negotiation scenarios like car-trade deals and international environmental negotiations. Our findings reveal a robust egocentric bias, dominating judgments even when justice mechanisms are introduced. Negotiators tend to view personal gains as independent of losses incurred by others, hindering collaborative outcomes. Procedural fairness demonstrates a moderating effect, fostering perceptions of fairness and reducing zero-sum thinking in specific scenarios (car-trade). However, its influence diminishes in complex international contexts. Interestingly, retributive justice, intended to discourage non-cooperative behavior, backfires by intensifying punitive sentiments. Thus, it might have a non-desirable effect in some situations. This research offers valuable insights for academics and practitioners alike. It underscores the pervasiveness of egocentric bias in zero-sum thinking despite the presence of justice mechanisms. By highlighting these dynamics, the study paves the way for developing more effective negotiation strategies that promote cooperation and foster successful conflict resolution in real-world settings.