• Journal of Distribution Science
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• v.20 no.1
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• pp.87-98
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• 2022

Purpose: This research investigates whether the existence of preannouncing price discount before purchase has an effect on after regret about purchasing and price fairness perception. Moreover, this paper examines whether the preannouncing effects on regret (or price fairness perception) are moderated by motive inference type (or brand trust). Research design, data and methodology: This experimental design consisted of total 8 between-subjects full factorial, which is completed by 2 (preannouncing price discount before purchase) × 2 (motive inference type) × 2 (consumer's brand trust level). Results: First, regret (or price fairness) differs depending on the presence/absence of preannouncing price discount before purchase and price discount motive inference type. Second, interaction effect of preannouncing price discount presence/absence before purchase and price discount motive inference type on regret (or price fairness) after purchase differs depending on motive inference type (or brand trust). Conclusions: Preannouncing external cue could decrease the possibility of consumers to regret and prevent consumers perceiving price change as unfair. Thus, corporations should sufficiently explain to consumers about preannouncing and specific reason of price fall in order to decrease regret caused by price fall and to increase price fairness perception from preannouncing effect.

• Journal of Distribution Science
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• v.19 no.10
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• pp.65-74
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• 2021

Purpose: The purpose of this study is to identify the maximum organizational effectiveness of compensation systems in the distribution industry. It is to identify the relationship between structural compensation and organizational effectiveness. It also aims to clarify whether distributive justice plays as a controlling variable between two variables. Research design, data and methodology: This study was conducted on distribution industry employees. The questionnaire was collected through self-subscription. A total of 209 questionnaires were collected during the month of April 2021, of which 203 were used as valid samples. Results: Structural compensation have been shown to have a positive impact on two sub-factors of organizational effectiveness. In the verification of the controlling effect of distributive justice, perceived fairness has a control effect on the relationship between extrinsic compensation and organizational effectiveness but it does not show a controlling effect on the relationship between intrinsic compensation and organizational effectiveness. Conclusions: Structural compensation has a positive effect on organizational effectiveness. The distribution industry should aware of the compensation and the perceived fairness. The fairness of distribution plays a role in identifying the recognition of compensation and organizational feasibility, identifying motivations of employees, and mediating proper strategies to enhance job satisfaction.

• Journal of Distribution Research
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• v.13 no.1
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• pp.35-60
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• 2008

The objective of this research is to find out antecedents and consequences that would affect franchisee's fairness in a franchise system. The factors of antecedents include support, reward and communication, and those of consequences consist of commitment and profit. With a survey of the 120 stores of N franchise, the country's outstanding food service company, the results of structural equation model show that support and reward in its headquarters scheme had an effect on distributive fairness in franchisee's fairness sense, but did not influence procedural fairness. However, communication affected both distributive fairness and procedural fairness. On the other hand, distributive fairness and procedural fairness impacted relationship of a franchise system and commitment in variables. And only distributive fairness influenced profit.

• Journal of Applied Tourism Food and Beverage Management and Research
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• v.13 no.2
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• pp.71-89
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• 2002

To investigate effect of organization justice on organizational commitment, I surveyed the concept of organization justice, organizational commitment and organizational citizenship behavior and then I reviewed what formative factors of organization justice increased organizational commitment or what formative factors of organization justice and organizational commitment increased organizational citizenship behavior. The result of this study proved that organization justice and organizational commitment influenced organizational citizenship behavior a lot and the purpose of this study was carried out like following ; The formative factors of organization justice, that is, procedure fairness and distribution fairness come out by theoretical study influenced organization commitment and the formative factors of organization commitment, commitment about company and turnover influenced organizational citizenship behavior. In addition, the hypothesis that the higher the organization justice is, the higher the organizational commitment was positive. Therefore, in position control of restaurant employees, giving employees the motive of organization commitment as procedure fairness and distribution fairness control strictly enable employees to have citizenship about organization and enable employers to control employees effectively.

• Proceedings of the Korea Hospitality Industry Research Society Conference
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• 2002.11a
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• pp.31-46
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• 2002

To investigate effect of organization justice on organizational commitment, I surveyed the concept of organization justice, organizational commitment and organizational citizenship behavior and then I reviewed what formative factors of organization justice increased organizational commitment or what formative factors of organization justice and organizational commitment increased organizational citizenship behavior. The result of this study proved that organization justice and organizational commitment influenced organizational citizenship behavior a lot and the purpose of this study was carried out like following; The formative factors of organization justice, that is, procedure fairness and distribution fairness come out by theoretical study influenced organization commitment and the formative factors of organization commitment, commitment about company and turnover influenced organizational citizenship behavior. In addition, the hypothesis that the higher the organization justice is, the higher the organizational commitment was positive. Therefore, in position control of restaurant employees, giving employees the motive of organization commitment as procedure fairness and distribution fairness control strictly enable employees to have citizenship about organization and enable employers to control employees effectively.

• Journal of Distribution Science
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• v.9 no.2
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• pp.61-72
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• 2011

The object of this research is to examine the factors leading to intercompany win-win by finding the antecedents and consequences that affect a supplier's fairness perception. We assume that the antecedent factors of a supplier's fairness perception are vertical coordination, cooperation support, information sharing, and legalistic plea. We assume that the consequential factors of a supplier's fairness perception are supply chain dependence and supply chain flexibility. The object industry is an electronic parts manufacturing company. We tested our model by using the SPSS 17.0 and the LISREL 8.5. For measurement validation, we verified by using a confirmatory factor analysis and a reliability analysis. For hypothesis analysis, we did a path analysis with the LISREL 8.5. By checking the modification index and expecting parameter changes, we modified the model. First, the buyer's vertical coordination had a positive effect on the supplier's distributive fairness perception and procedural fairness perception. Second, the buyer's cooperation support had no effect on the supplier's distributive fairness perception and procedural fairness perception: we suppose that the buyer's requests were burdensome, although they cooperated with the supplier. Third, the buyer's information sharing had a positive effect on distributive fairness perception but had no direct effect on procedural fairness perception. Fourth, the buyer's legalistic plea had a negative effect on the supplier's distributive fairness perception. and a negative effect on the supplier's procedural fairness perception at a 0.1 significance level. Fifth, although procedural fairness perception had no direct effect on supply chain dependence, fairness perception had an effect on supply chain dependence and supply chain flexibility both directly and indirectly.

• Journal of Distribution Science
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• v.14 no.12
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• pp.141-151
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• 2016

Purpose - Salesperson perceptions of the fairness and accuracy of a performance evaluation system were examined by managerial and professional employees of large organization. The performance evaluation process is central to many personal decisions such as attitude for job and sales performance. This study investigates the relationship between perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. The main purpose of this study is to develop and empirically test a comprehensive model of salespersons' perceived evaluation fairness on sales performance. For this purpose, we identified the structural relationship between perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. Also we investigate the mediating effects on job satisfaction and organizational commitment between perceived evaluation fairness and sales performance. Research design, data, and methodology - To empirically test these relationships, data were collected by in-depth interviews from sales managers and questionnaire surveys from 300 salespersons who work for sales area (credit card company, insurance company). Demographically, the overall sample was 91.6% female, 77.9% 30s and 40s, and 34% college educated, with an average tenure with their present organizations of 4 years. The questionnaire was composed of total 20 items dealing with frequency, quality, and consequences of perceived evaluation fairness, job satisfaction, organizational commitment, and sales performance. To test the research hypotheses, collected data analyzed by confirmatory factor analysis (CFA) and structure equation model (SEM). Results - Through extensive and rigorous literature review process of related literature(Perceived evaluation fairness, Job satisfaction, Organizational commitment, Sales performance), research model and research hypothesis was set up. This study obtains the following research results. First, perceived evaluation fairness has a positive effect on job satisfaction, whereas the effects of perceived evaluation fairness on organizational commitment and sales performance did not show statistically significant result. Second, job satisfaction and organizational commitment have complete mediating roles to the relationship between perceived evaluation fairness and organizational commitment, and relationship between perceived evaluation fairness and sales performance. Conclusions - Based on the results, salespersons' perceived evaluation fairness is one of the key independent variable for making high job satisfaction, organizational commitment, and sales performance. Finally the theoretical, managerial implication and research limitations are mentioned in the discussion.

• Korean journal of food and cookery science
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• v.27 no.2
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• pp.97-110
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• 2011

The purpose of this study was to investigate the influence of a cook's understanding about organizational fairness on job satisfaction and business performance at family restaurants in Seoul. Frequency analysis, reliability analysis, factor analysis, and SEM were applied to analyze the data. First, a confirmatory reliability analysis indicated that organizational fairness, job satisfaction, and business performance were sufficient to be used in this investigation. Organizational fairness, job satisfaction and business performance had generally significant relationships by implementing SEM. According to the results, distributive fairness (p< 0.001), procedural fairness (p< 0.05) and interactive fairness (p< 0.05) had positive influence on cook's job satisfaction. Job satisfaction had a positive influence on financial (p< 0.05) and non-financial performance (p< 0.001). Therefore, for the purposes of food-service companies' continuous increases in business performance and competition are generally necessary to suitably manage the fairness of various policies such as job stability, promotions, impartial distribution of salary, bonus and welfare work, and internal marketing.

• The Journal of the Korea Contents Association
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• v.9 no.3
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• pp.288-295
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• 2009

This study empirically analyzed how the organizational fairness perceived by revenue officers affect the empowerment and employee efforts. The result of the analysis revealed that as for job fairness, distribution fairness and interaction fairness, with the exception of process fairness, have significant influence on the empowerment while the empowerment, in turn, has significant influence on the employee efforts. This finding confirms that a high level of organizational fairness perceived by revenue officers in their job processes results in a high level of empowerment, which then produces heightened employee efforts, eventually contributing to the efficiency of revenue officers' job performance and the improvement of satisfaction with service quality. Therefore, it is necessary that administrators of revenue offices allow their subordinates to develop their potentials by empowering the employees and delegating authority.

• Journal of Distribution Science
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• v.15 no.1
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• pp.71-81
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• 2017

Purpose - Consumers heuristically have a specific stereotype on the price level of individual retail format because each format provides them with a different level of purchase satisfaction and emotional benefits. However, if price image which is consumers' overall impression of the aggregate price level of a retailer does not match with their expectations, its price level would be perceived as unfair. It will eventually lead to dissatisfaction and decreased revisit intention. Focused on department store and discount store, this study was designed to verify whether the price fairness plays a role of mediating effect on two influential relationships between price image and post-purchase satisfaction, and price image and repatronage intention. Research design, data, and methodology - A main survey was conducted to 140 students and 128 effective responses were used for the related analysis. T-test, factor analysis, reliability test, and mediated regression analysis were performed. Six hypotheses were developed to examine the mediating effect of price fairness on the two influential relationships between price image and post-purchase satisfaction, and price image and repatronage intention. It was also examined whether the price image of two different retail format is formed differently or not. Results - People perceived the price images of the two retail formats differently. Overall price level of department store is much higher than that of discount store. Analysis results showed that price image did not solely have a significant influence on post-purchase satisfaction unless price fairness as a mediating variable is added. Price fairness turned out to be having a significant influence on relationship between price image and repatronage intention. It influences on repatronage intention directly and also via price fairness. Conclusions - Post-purchase satisfaction can be achieved only if people perceive the price image as fair no matter how the price level is high or low according to traits of retail formats. If they think it's not fair, they would disapprove of the rightness for the price image, and also express their dissatisfaction with it. Consumers willingly make repeated visits to a store if they are convinced of appropriate price level which is perceived as fair, and if they experienced a satisfaction with overall benefits a particular store offered.