In this study I examined constructive relations of beauty salon employees'' communication satisfaction, organizational justice, interpersonal relationship stress and organizational effectiveness for the purpose of helping the beauty industry progress by suggesting efficient management of human resources and its proper strategic ways when running beauty shops which depend largely on human resources with professional skill and service.
To that end, a survey of 673 beauty salon employees in Daegu-Gyeongbuk region has been done from August 17 to September 23, 2015, using statistical tools, such as SPSS 23.0 and AMOS 23.0. The analytical result is as follows.
First, it turned out that beauty salon employees'' communication satisfaction, organizational justice and interpersonal relationship stress had a direct effect on their organizational effectiveness. That is, higher communication satisfaction and organizational justice translated into higher organizational effectiveness, and higher interpersonal relationship stress was conducive to lower organizational effectiveness. Additionally, organizational effectiveness was higher than communication satisfaction in relative effectiveness, which means managers try to raise beauty salon employees'' awareness of justice in the organization in order to secure their satisfactory organizational justice.
Second, beauty salon employees'' communication satisfaction and organizational justice proved to have a direct influence on their interpersonal relationship stress. Namely, higher communication satisfaction and organizational justice meant lower interpersonal relationship stress. And organizational justice was higher than communication satisfaction in relative effectiveness, which suggests that managers try to raise beauty salon employees'' awareness of justice in the organization in order to put down their interpersonal relationship stress.
Third, communication satisfaction turned out to have a direct effect on organizational justice. That is to say, higher communication satisfaction meant higher organizational justice, which means that managers of beauty salons should make an effort to raise their communication satisfaction to raise their awareness of organizational justice.
Next, communication satisfaction proved to have an indirect effect on organizational effectiveness through organizational justice. Namely, the more satisfied with communication members felt, the higher organizational effectiveness became, which means that higher organizational justice translates into higher organizational effectiveness following their communication satisfaction.
Fifth, communication satisfaction proved to have an indirect effect on organizational effectiveness through interpersonal relationship stress. That is, the more satisfied with communication members felt, the higher organizational effectiveness became, which means that lower interpersonal relationship stress can be conducive to higher organizational effectiveness following their communication satisfaction.
Last but not least, organizational justice also turned out to have an indirect effect on organizational effectiveness through interpersonal relationship stress. That is, the more satisfied with justice members felt, the higher organizational effectiveness became, which means that lower interpersonal relationship stress can lead to higher organizational effectiveness following their organizational justice.
On the basis of the above, managers have to make an every effort to form an environment where members can raise awareness of communication satisfaction and organizational justice, and lower interpersonal relationship stress. In other words, they should lead the way in building satisfactory relationship and considerate manners by creating desirable decision-making systems and providing correct and proper information. In consequence, it will mark an important milestone in the effective and efficient management of human resources which can provide quality services and building an environment where members feel satisfied in the beauty industry.