論文

紀要類(bulletin)

The present study discusses how we are to conceptualize career success and organize various predictors of it. A precise definition of career success will lend itself to evaluating the utility of educational and developmental programs for career enhancement. First, the author argues that making a distinction between subjective and objective career will provide the most fundamental and efficient framework when considering career success. However, recent theories that place emphasis on the subjective aspects of career, such as a boundary-less career or a protean career, appear to obscure this distinction. Second, the various predictors of career successes are reviewed drawing on the recent meta-analytic study of Ng and his colleagues (2005), which identifies four facets of career success, namely, human capita, organizational sponsorship, demographic variables and individual difference (personality). Last, the author discusses one practical implication of the dimensions of career success and suggests that better understandings of career self-management might be useful in leading individuals to success in their career.

We review the recent advancement of organizational justice research by focusing on three different kinds of individual motives (instrumental, relational and moral motives) toward a fair treatment and organizational justice climate as an aggregated form of individual-level fairness perceptions. The literature review demonstrates that since the early years of organizational justice research, the construct of organizational justice has been reconceptualized several times to contain broader and deeper meanings, which narrows the gap between practitioners' theories on fair management and scientific knowledge on organizational justice. Based on the review, we propose a comprehensive causal model in which top management's moral or ethical aspirations for establishing fair management lead to various kinds of fair practices, develop the organization's justice climate, and eventually promote a sustainable competitive advantage for the organization. We finally discuss the directions for future research.

We review the recent advancement of organizational justice research by focusing on three different kinds of individual motives (instrumental, relational and moral motives) toward a fair treatment and organizational justice climate as an aggregated form of individual-level fairness perceptions. The literature review demonstrates that since the early years of organizational justice research, the construct of organizational justice has been reconceptualized several times to contain broader and deeper meanings, which narrows the gap between practitioners' theories on fair management and scientific knowledge on organizational justice. Based on the review, we propose a comprehensive causal model in which top management's moral or ethical aspirations for establishing fair management lead to various kinds of fair practices, develop the organization's justice climate, and eventually promote a sustainable competitive advantage for the organization. We finally discuss the directions for future research.