摘要
基于组织公平角度的JH酒店员工职业倦怠研究
工商管理专业
研究生：王冠叶
指导教师：祁晓玲教授
摘要：酒店业是劳动密集型的行业，人力资源状况对酒店生存、发展有着决
定性的作用。员工职业倦怠一直是酒店人力资源管理面临的难题，员工积极性不
足、主动离职率高都是职业倦怠的外在表现。以往的职业倦怠研究主要聚焦在人
口统计学变量、社会支持、压力、角色冲突等方面，组织公平角度的研究较少。
本文选择组织公平理论、付出回报失衡理论、分享经济理论、双因素理论，
对因员工职业倦怠而在疫情中陷入困境的 JH 酒店展开研究。对有代表意义的员
工进行访谈；选择成熟的职业倦怠和组织公平量表，对 JH酒店的 91名员工进行
问卷调查。
问卷调查的结果显示：职业倦怠整体处于中度水平，少数员工的倦怠水平略
高；组织公平整体处于中等偏低水平，认为薪酬不公平的员工多于认为薪酬公平
的员工；组织公平的各维度与职业倦怠的各维度呈负相关。访谈法的结果显示组
织公平对职业倦怠的产生起到重要作用，与问卷调查法中的相关性分析基本一
致。
基于组织公平的职业倦怠原因有：以外部缺乏竞争优势、内部缺乏公平性、
与历史比较薪酬增长幅度不足为具体表现的分配不公平；以薪酬制度本身设计不
合理、薪酬制度的执行有偏见、员工遭受不公平待遇缺乏申诉渠道为具体表现的
程序不公平；以上级态度过于强势、员工缺乏足够认可和支持、对分配程序和结
果解释不足为具体表现的互动不公平。
针对上述原因采取的对策建议有：以员工分享企业利润提升薪酬外部竞争力、
定期评估岗位特性和设立轮岗制度提升内部公平性、员工的薪酬增长与公司发展
相匹配的方式提升分配公平感；以优化薪酬制度设计、规范薪酬制度执行、建立
行之有效申诉途径的方式提升程序公平感；以上级转变沟通态度、组织给予员工
认可和支持、加强对分配过程和结果解释的方式提升互动公平感。
关键词：组织公平 职业倦怠
JH酒店 人力资源
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Abstract
A thesis on Job Burnout of JH Hotel Employees from the
Perspective of Organizational Justice
Major:MBA
Postgraduate:Wang Guan Ye
Tutor:Professor Qi Xiao Ling
Abstract: As a labor-intensive industry, the survival and development of hotels are
closely related to human resources. Job burnout has always been a difficult problem in
hotel human resource management. The lack of enthusiasm and high voluntary
turnover rate of employees are the external manifestations of job burnout. Previous
studies on job burnout mainly focus on demographic variables, social support, stress,
role conflict and so on, but there are few studies on organizational justice.
Organizational justice theory, effort-reward imbalance theory, sharing economy
theory and two-factor theory are selected in this paper to study JH Hotel, which is in
trouble in the epidemic due to job burnout. Interviews were conducted among
presentative employees; a mature scale of job burnout and organizational justice was
selected to conduct a questionnaire survey on 91 employees of JH Hotel.
The results of questionnaire survey show that job burnout is at a moderate level as
a whole, and the burnout level of a few employees is slightly higher; organizational
justice as a whole is at a medium-low level, and there are more employees who think
that salary is unfair than employees who think salary is fair; the dimensions of
organizational justice are negatively correlated with the dimensions of job burnout.
The results of interview show that organizational justice plays an important role in job
burnout, which is basically consistent with the correlation analysis in questionnaire
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四川师范大学硕士学位论文
survey.
The reasons of job burnout based on organizational justice include: unfair
distribution, which is manifested by lack of external competitive advantage, lack of
internal fairness and insufficient salary growth compared with history; unfair
procedure manifested by unreasonable design of salary system, biased implementation
of salary system, and the lack of channels for employees to complain about unfair
treatment; interactive inequity manifested by overly aggressive attitude of superiors,
the lack of sufficient recognition and support of employees, and the insufficient
explanation of allocation procedures and results.
The countermeasures and suggestions for the above reasons are as follows: to
improve the external competitiveness of salary by employees sharing corporate profits,
to improve the internal fairness by regularly evaluating post characteristics and setting
up rotation system, and to improve the sense of fair distribution by matching the salary
growth of employees with the development of the company; to improve the sense of
procedural fairness by optimizing the design of salary system, standardizing the
implementation of salary system and establishing effective appeal channels; to improve
the sense of interactive fairness by changing the communication attitude of superiors,
giving recognition and support to employees, and strengthening the interpretation of
the distribution process and results.
Key words: Organizational justice; job burnout; JH hotel; human resources
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