پديد آورندگان :
بابازاده، طاهره نويسنده دانشگاه اصفهان, , , جمشيديان، عبدالرسول نويسنده استاديار گروه علوم تربيتي دانشگاه اصفهان , , رحيمي ، حميد نويسنده - Rahimi, Hamid , مرادي، محمدرضا نويسنده دانشجوي كارشناسي ارشد روانشناسي و آموزش كودكان با نيازهاي خاص ,
چكيده لاتين :
Introduction
Organizational justice is a key factor associated with the success of every organization. In order to keep employees satisfied, committed, and loyal to the organization, the organization needs to be fair in its system regarding distributive justice, procedural justice, and interactional justice. When employees feel that they are treated fairly by the organization in every aspect, they are inclined to show more positive attitude and behaviors like job satisfaction. Issues like allocating monetary resources, hiring employees in organizations, policy making and policy implications that affect decision maker and the people who are affected from such decisions require special attention in respect of justice. Organizations need effective managers and employees to achieve their objectives. Organizations cannot succeed without their personnel efforts and commitment. Employee job performance and satisfaction are considered to be key variables that impact the performance of organizations (Rad & Yarmohammadian, 2006). In highly competitive environment, global businesses must strive to identify factors that influence the employeesʹ performance and job satisfaction. One factor is organizational justice that is individual’s perception of the fairness of treatment received from an organization and their behavioral reactions to such perceptions (Colquitt, 2001). Employees would be more satisfied when they felt they were rewarded with justice for the work was done by making sure these rewards were for genuine contributions to the organization and were consistent with the reward policies. The reward could include a variety of benefits and perquisites other than monetary gains. Employees with higher job satisfaction feel important as they believed that the organization would be of tremendous future in the long run and would care about the quality of their work; therefore, they were more committed to the organization with higher retention rates and tended to have higher productivity (Fatt, 2010). This study examined the relationship between of organizational justice encompassed by three components (distributive justice, procedural justice and interactional justice) and job satisfaction among staffs of Welfare organization. Organizational justice is an essential component and predictor of successful organizations. Organization that is fair and just in its procedures, policies, interactions and distribution systems, employees of that organization give better response to the organization (in terms of their positive behaviors and productivity). Enhancing organizational justice resulted in improved outcomes from employees. Managers should take actions to improve employees’ job satisfaction and organizational commitment so to decrease employees’ turnover intension with the help of distributive and procedural justice (Elanain, 2009). Organizational justice is concerned with the ways in which employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables (Moorman, 1991). Organizational justice can help explain why employees retaliate against inequitable outcomes or inappropriate processes and interactions.
Distributive justice refers to the perceived fairness of the outcomes that an individual receives from organization. Outcomes may be distributed on the basis of equality, need or contribution and individuals determine the fairness of distribution through comparison with others (Alsalem, 2007). Procedural justice refers to participantsʹ perceptions about the fairness of the rules and procedures that regulate a process. Whereas distributive justice suggests that satisfaction is a function of outcome, procedural justice suggests that satisfaction is a function of process (Nabatchi, 2007). Interactional justice includes various actions displaying social sensitivity, such as when supervisors treat employees with respect and dignity. Mikula (1990) reported that a considerable proportion of perceived injustices did not concern distributional or procedural issues in the narrow sense, but instead referred to the manner in which people were treated interpersonally during interactions and encounters. Job satisfaction has been defined and measured both as a global construct and as a concept with multiple dimensions or facets. job satisfaction has been defined as “a function of the perceived relationship between what one wants from one’s job and what one perceives it as offering” (Locke, 1969). Job satisfaction is critical to retaining and attracting well-qualified personnel. Job satisfaction is an attitude that people have about their jobs and the organizations in which they perform these jobs and encompasses specific aspects of satisfaction related to pay, benefits, promotion, work conditions, supervision, organizational practices and relationships with co-workers (Misener, 1996). Existence of job satisfaction is very important in an organization as it has significant impact in many fields like human resource management, organizational behavior, Productivity, sociology, and strategic management etc.
Materials and Methods
The type of research was descriptive- correlation method. The population of study was estimated to be nearly 689 staff. Based on Cochran formula, 86 staffs were selected by simple random sampling. Questionnaire was used as a data collection instrument. Questionnaire was used to cope with the constraints of limited time and budget.
The data collection instruments were researcher-made questionnaire about organizational justice with 24 items on base 5 Likert scale and Minnesota standard job satisfaction questionnaire with 100 items that by use of cronbach alpha coefficient, reliability coefficients were obtained equal to 0.93 & 0.92. Questionnaires content validity confirmed by experts. Data’s analysis does through inferential statistics (Pearson Correlation coefficient, independent sample t-test, one way ANOVA and regression) by use spss software.
Discussion of Results and Conclusions
This study explored employees’ perceptions toward organizational justice in the form of distributive justice, procedural justice, and interactional justice and to examine how these perceptions correlated with their job satisfaction. The results show that organizational justice has a meaningful relationship with job satisfaction (r=0.43). Also there is a significant relationship between all organizational justice components and job satisfaction. The results of regression analysis showed that procedural justice are the best predictive for job satisfaction. This finding suggested that organizational justice is antecedent to job satisfaction as well. It means that if employees find their organization just and fair in distribution, processes and interactional system, employees feel more satisfied in terms of their pay, future progress opportunities, work schedule, co-workers, and supervisors. The results of this study support previous studies. Results proved that employees are more satisfied when they perceive their outcomes and rewards to be fair as compared to those employees who considered their rewards and outcomes as unfair. If employees feel discontent regarding their rewards they may decide to leave the organization.
There is positive and significant relationship between Organizational justice and overall job satisfaction, which means organizational justice, resulted in overall job satisfaction. Employees who perceive organizational justice in the organization, they are more satisfied. So in order to increase positive attitudes and behaviors like job satisfaction, efforts must be made in management to improve the organizational justice system. So that satisfied and committed employees show less turnover intensions.
This fact implied that job satisfaction could depend directly on the level of organizational justice being perceived by the employees. Also, the other studies revealed the correlations between organizational justice and job satisfaction (Bakhshi, 2009). The other studies have shown high correlations between procedural justice and job satisfaction (Mossholder 1998). Furthermore, the previous studies have shown the correlations between distributive justice and job satisfaction.
Ali and Ali (2010) was conducted a research on the dimensions of or organizational justice, job satisfaction and organizational commitment and found that justice dimensions foster the job satisfaction and commitment of the employees. Fernandes and Awamleh (2006) conducted a research to find the impact that three dimensions of organizational justice (procedural, distributive and interactional justice) have on job satisfaction and self assessment performance among two groups; the expatriate employees in UAE and UAE
Nationals. The results of the study revealed that among group of UAE nationals, distributive and interactional justice significantly influenced both job satisfaction and performance although all three dimensions of organizational justice were significantly influenced job satisfaction of expatriates but no dimension of justice influenced self assessment performance of expatriate employees.
There was no significant difference between views of personnel about organizational justice and job satisfaction based on gender, age, employment status.
