Organizational justice

Background: The policy focuses on what the government is actually doing in practice, not just what it has proposed or intends to do, and distinguishes the policy from a decision that is merely a specific option among other options. The present study aimed to provide a model of organizational performance of employees based on organizational justice in Payam-e-Noor University. Method: The present study was formed with a mixed approach. In the qualitative section of the statistical population, there were experts in the field of policy-making and management of Payam-e-Noor University of Hormozgan province, 15 of whom were selected as members of the panel group through homogeneous qualitative sampling method. The research tool was an interview. In a small part of the statistical population, all managers and staff of Payam-e-Noor University of Hormozgan province were approximately 400 people, of which 200 people were selected by stratified random sampling. A researcher-made questionnaire was used to collect information. To analyze the data in the qualitative part, the grounded theory was used and in the quantitative part, structural equations were used. Results: The results show that the topics of the research are 6 main variables of the research including; gender justice, protectionist perspective, empowering attitude, confidence building, ethics and social commitment. After identifying the topics, the categories of analysis were defined. Thus, in this study, 23 main categories were defined and finally the research model had a suitable fit. Conclusion: The performance of employees in an organization is one of the most important factors increasing the efficiency of the organization and its effectiveness and the most important channel to achieve optimal performance of employees is organizational justice.

Purpose: The aim of this research was designing a model for increasing organizational justice with the approach of cultural ethical values in education staff. Methodology: This study was applied in terms of purpose and combined (qualitative and quantitative) in terms of implementation method. The research population in the qualitative section was the management experts of the Islamic Azad University of Neishabour and the managers and deputies of the weekly districts of Mashhad and in the quantitative section were the education staff of the weekly districts of Mashhad in the 2019-20 academic years. The research sample in the qualitative section was 30 people who were selected according to the principle of theoretical saturation by available sampling method and in the quantitative section were 257 people who were selected by stratified random sampling method. Data were collected by methods of phishing, interviews and researcher-made questionnaire whose face validity and structure were confirmed and its reliability was obtained by Cronbach’s alpha method for all dimensions above 0.80. Data of in the qualitative section were analyzed by Delphi method and in the quantitative section were analyzed by descriptive statistical indicators and structural equations in SPSS-26 and AMOS-23 software. Findings: The findings of the qualitative section showed that organizational justice has four components of distributive (4 subscales), procedural (3 subscales), interactive (2 subscales) and linguistic (2 subscales) and cultural ethical values has four components of cultural values (3 subscales), ethical leadership (4 subscales), professional ethics (3 subscales) and ethical Climate (2 subscales). The findings of the quantitative section showed that the components of both factors were confirmed, subscales and components had a significant effect on the model of increasing organizational justice with the approach of cultural ethical values and the model had appropriate fitness indicators. Conclusion: Based on the results, the final model of increasing organizational justice with the approach of cultural ethical values in education staff that this model can have practical implications for education professionals and use it to improve the education organization

Background: Glass roof is one of the most important obstacles for women to reach the top management level of the organization and one of the important factors reducing organizational justice. In this regard, the aim of the present study is to design and develop a model for creating a glass roof for women in higher education. Method: The research method was mixed in terms of the nature of the data. The first part was meta-combined. The statistical population in this section was 196 articles from prestigious domestic journals from 2013 to 2020, of which 70 articles were selected by available methods. The second part was the quality of the statistical community of organizational experts in the field of higher education, 10 of whom were purposefully selected. Data were analyzed by Delphi technique. The third part was a little survey. The statistical population of the study was female faculty members in the top ten universities of the country (453 people) and the number of statistical samples was calculated based on Cochran's formula of 112 people and selected by available sampling. Finally, for data analysis, confirmatory factor analysis and correlation calculation and fuzzy expert system were used. Results: Since the target population confirmed the dimensions, components and extractive indicators of the research model, the results showed that if managers pay attention to the category of job conditions 34.25%, to the category of extra-organizational 21.07%, if the individual condition is 20.10%, then the model of creating a glass roof with 75.42% will be the desired combination. Conclusion: The most basic indicator and criterion affecting the glass ceiling of women is the working conditions, which along with individual and extra-organizational conditions provide the basis for reducing or increasing organizational justice. Article number: 74

Organizational silence is perceived as a social phenomenon that occurs at the organizational level and affects many organizational characteristics. These organizational characteristics include efficiency, performance, decision making, management processes, culture, and employees' perceptions of the factors affecting silent. The glass ceiling states that women and minorities fail to reach the upper levels of the hierarchy. They approximate the leading positions at the organization, but rarely obtain it. This frustration makes them presume that there is a glass ceiling. The glass ceiling makes employees withhold from expressing their ideas and always remain silent. Organizations are required to encounter crossing the glass ceiling. Acquiring different skills, being intimidated to perform activities, self-confidence, stability in achieving goals, enlightened and conscious thinking can trigger women in achieving managerial professions.

Introduction: Managers' narcissism as one of the most important personality dimensions can affect the decisions and behaviors of managers. The purpose of this study is to predict organizational ethics and justice based on managers' narcissism according to the behaviorist approach. Material and Methods: Based on the purpose of the research, this is an applied research. The method of this research is descriptive-correlational. The statistical population of the present study is the managers and employees of all companies under the National Pension Fund. Using Morgan table and simple random method, 384 people were selected as the final sample of the study. In order to measure the narcissism of managers, organizational justice and organizational ethics, the standard questionnaires of Ames narcissistic personality (2006), Niehoff and Moorman questionnaire (1993) and the questionnaire of Chyekoh et al. (2004) were used, respectively. In order to evaluate the validity, the construct validity method was used and also the reliability of the research tool was evaluated through Cronbach's alpha coefficient. Analytical methods using SPSS software were used to analyze the research hypotheses. Results: The results showed that managers' narcissism has a negative and significant relationship with organizational ethics and justice. Conclusion: With increasing narcissism in managers, organizational ethics and justice decreases significantly. The tendency to self-grandiose makes power and management an attractive occupation for the narcissist, and this leads to the break of ethics and justice in order to obtain and maintain this position.

The purpose of this study was to investigate the effect of organizational justice on the relationship between organizational policy and organizational citizenship behavior of sports experts in Tehran Municipality. The statistical population of the present study was all the experts of 22 districts of Tehran Municipality (N= 1800) and the statistical sample according to Cochran's formula was equal to 317 people. Finally, out of 350 distributed questionnaires, 323 questionnaires were found to be valid. A four-part questionnaire was used to collect the research data. The validity of the questionnaires was confirmed by 5 experts and Cronbach's alpha coefficient was used in the pilot study for assessing the reliability of the research tool. Conducting Pearson correlation test as well as structural equation modeling through SPSS and LISREL software were used to examine the research hypotheses. The results of Pearson test showed a negative and significant relationship between organizational policy and organizational citizenship behavior (-0.51) and regression analysis of the study showed that 32% of changes in citizenship behavior could be predicted by organizational justice and organizational policy variables (32/32). Testing the research model revealed the indirect effect (mediated by perceived organizational justice) and direct effect of perceived organizational policy on organizational citizenship behavior. Moreover, the coefficient of direct impact (-0.183) of perceived policy on organizational citizenship behavior was found to be more than its indirect effect (-0.705).

Justice as a basic necessity of social life, plays a critical role in administration of sport teams and sport organization. The aim of the present study was to investigate the relationship between Perceived Organizational Justice in Collegiate Sport Teams and Sport Achievement Motivation. In this descriptive –correlative study, 102 student athletes (56 males, 46 females) who were selected as statistical sample from Northern Khorasan and Razavi Khorasan provinces responded to Organizational Justice Questionnaire developed by Niehoff & Moorman (1993) and sport achievement motivation Questionnaire developed by Gill et al. (1983). Conducting correlation coefficient for data analysis revealed that perceived organization justice and its subscales significantly correlated to sport achievement motivation in collegiate sport teams. Moreover, the results of the stepwise regression revealed that, among perceived organization justice subscales, interactional justice was the strongest predictor of sport achievement motivation.

INTRODUCTION: Promoting social responsibility in a relief organization can lead to the development of people's participation in its operations. This study has been conducted with the aim of sociological analysis of the strategies to increase the social responsibility in the Iranian Red Crescent Society (IRCS) with an emphasis on the development of people’s participation in disasters. METHODS: In this qualitative study, the sample population included experts and rescuers of the IRCS. The sampling method was purposeful until theoretical saturation was reached and therefore 22 people were interviewed. The data collected by semi-structured interview and analyzed in three stages of open, axial, and selective coding. The validity of the research was also examined through triangulation. FINDINGS: Based on data analysis, strategies consist of 9 main categories, 51 subcategories and 230 primary codes. In general, after analyzing the data obtained from the research, a paradigm model of strategies for increasing the social responsibility of the IRCS was designed with emphasis on people's participation in disasters. CONCLUSION: In order to increase people’s participation during disasters in the IRCS, it is necessary to educate and promote a humanitarian participatory culture, create an organizational identity, increase the Society’s responsibility towards participants, apply merit management, attention to the implementation of organizational justice and attention to social accountability processes by the IRCS must be considered.

The present research aims to examine the relationship between diversity management and its effect on staffs’ affective commitment with study on mediation role of Transformational leadership and perceived justice in Qaen health network. In theoretical sector with integration of human resource management and performance theories and the theory of diversity and leadership, a theoretical model has been made. The main question of research is when the diversity management puts a positive effect on staffs’ affective commitment and why these two variables affect each other. The statistical population consists of all the staffs at the administrative sector in Qaen health network. After collecting data, the hypotheses were tested using the structural equation technique and software Smart PLS. the results from statistical analyses indicated that diversity management puts a positive effect on staffs’ affective commitment, but diversity management does not put a positive effect on perceived justice. Transformational leadership has a mediation role between diversity management and perceived justice. The perceived justice has a mediation role in effect of transformational leadership and staffs’ affective commitment. Further transformational leadership and perceived justice have a mediation role between the diversity management and affective commitment.

INTRODUCTION: This study aims to present a model to explain the relationship between organizational virtue and three factors of organizational citizenship behavior, organizational justice, and organizational training in the Red Crescent Society (RCS) of Tehran province. METHODS: This research is done based on standardized questionnaire. The questionnaire consists of four sections including a) Organ standard questionnaire for organizational citizenship behavior, b) the Niehoff standard questionnaire for organizational justice, c) Neefe standard questionnaire for organizational training, and d) Researcher-made questionnaire for organizational virtue. About 232 employees of the RCS in Tehran province were selected and studied during February to April 2023. FINDINGS: The findings showed that organizational virtue have a significant and positive association with organizational citizenship behavior (coefficient=0.56), organizational training (coefficient=0.53) and organizational justice (coefficient=0.51) in the RCS of Tehran province. CONCLUSION: According to the results, in order to promote and grow more and better the organizational virtue in the RCS of Tehran province, the officials should pay more attention to the improvement of all three variables of organizational citizenship behavior, organizational training and organizational justice among the employees.