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.
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