With the development of globalization and technology, competition in the labor market has intensified, and employees have paid more and more attention to fairness and transparency in wages. Perception of salary fairness is defined as employees' sub-jective perception of the balance between their salary and work contribution. This perception has an important impact on employees' psychological state, work attitude and behavioral responses. This study explores the relationship between salary fairness perceptions and salary satisfaction, as well as the interference effect of work perfor-mance on salary fairness perceptions and salary satisfaction. The research subjects are industrial practitioners as the main research subjects. Data are collected through ques-tionnaires and used Statistical analysis methods were used to test the research hypoth-eses.
The results show that salary fairness perception has a significant positive impact on salary satisfaction. When employees believe that their salary distribution is fair, their salary satisfaction will be significantly improved, which is reflected in their work engagement and loyalty to the organization. However, this study further found that the quality and effectiveness aspects of job performance have a significant interfering ef-fect between salary fairness perceptions and salary satisfaction. Specifically, when employees' work quality or effectiveness is high, the positive impact of salary fairness perceptions on salary satisfaction is more significant; on the contrary, when the per-formance of these two aspects is low, this positive relationship will be significant weaken or even disappear. This shows that employees' performance in work quality and effectiveness significantly affects their perception and satisfaction of pay fairness.
According to the results of this study, companies should not only pay attention to the fairness of the salary system, but also design a reasonable performance evaluation mechanism to improve employees' salary satisfaction and work motivation. At the same time, the close integration of performance management and salary distribution cannot be reduced to empty talk, thereby promoting the improvement of the overall performance of the organization.
