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Effects Of Organizational Fairness On Japanese Sales Personnel

Alan J. Dubinsky, Masaaki Kotabe, Chae Un Lim

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Research has found that perceptions of equity can affect such critical variables as job satisfaction, withdrawal tendencies, and performance of U.S. workers. Whether similar results would generalize to sales personnel in the equity-oriented Japanese environment is unknown. This article presents the results of a study that examined the influence of organizational fairness (a measure of perceived equity) on Japanese salespeople's job satisfaction, organizational commitment, motivation, and performance. Findings indicate that organizational fairness has an impact on Japanese sales personnel. Implications are also provided.