by Ahmed Zaki

Created on: April 30, 2008   Last Updated: June 13, 2009

Certainly, employee motivation is an important subject in human resource management areas. The impact of employee motivation is immense on their performance level. There is no single best way to motivate employees. In different work environment, different things work differently. Human Resource Environment & individual worldview have a great deal of effectiveness when it comes to implementation of different ways to motivate employees. However, maintenance of perceived fairness among employees is very very crucial in the attempt to enhance employee motivation level. Let me share a little research article on impact of fairness in Maldivian context of an organisation.

[1] INTRODUCTION

Research on the role of fairness in organizational settings has the potential to widen our understanding of the elements influencing the well-being of the people involved. Workers are among the main actors participating in the setting up of organizations, and the study of the determinants of their well-being is paramount when the role of fairness is considered.

In this study, it measures the impact of human resource function on perceived fairness of on-the-job well-being, as a proxy for utility, performance, harmony and sense of ownership. In turns, well-being is measured by satisfaction with the job and loyalty in terms of willingness to stay with the organization. Supplementary information concerns socio-demographic, individual and organizational aspects. The primary objective of the paper is to narrow the gap separating theoretical elaboration and experimental results on the nature and features of fair behavior on the one hand, and the impact of HRM as a function of its relevance in organizational settings on the other hand.

In addition, fairness is found to crucially influence satisfaction and loyalty in both organizational forms. The rationale behind this is that fairness among employees treated by the HR department or division has a close association. In the past two decades, a lot of research interests have been generated on organizational justice issues, namely distributive, procedural, and interactional justice and their potential role in determining employees' commitment and behavioral intentions to leave the organization (Greenberg and Cohen, 1982; Greenberg, 1990; Folger and Cropanzano, 1998). Recent research efforts have noted the potential importance of differentiated levels of exchange with respect to subordinates' attitude formation, and have called for further study

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