جستجوی مقالات مرتبط با کلیدواژه « عدالت مراوده ای » در نشریات گروه « علوم اجتماعی »

Today, social justice is one of the most important needs of human societies. It has also beenintroduced as one of the parameters for social development, because citizens to achieve desirable life conditionsin their society need social justice. The present research objective is to study social justice role in providingsocial happiness of Arak citizens in 2010. Regarding objective, data gathering method, and data nature, thepresent research is an applied one, descriptive of correlation and survey type, and quantitave respectively. Thestatistical population is consisted of Arak 15-64-year old citizens in 2009. The statistical sample was determinedto include 400 individuals based on Morgan table of sampling. The results showed that social justice explainssignificantly 63% of individual happiness and collective happiness; distributive justice explains significantly69% of social happiness. Moreover, interactional justice, gender justice, judicial justice, and biological justiceexplain significantly 45%, 37%, 49%, and 41% of social happiness of Arak citizens, respectively. Happy citizensis of requirements for a society to achieve development and humanly causes. To improve their happiness, thereshould be a promising atmosphere in a society 's structure, and social justice is one of important instruments tothis end.

The purpose of this study is to investigate the impact of stereotypes and perceived discrimination of employees on the three dimensions of organizational justice (distributive justice, procedural justice and interactional justice). This study is an applicable research in terms of objective, descriptive-correlational regarding the methodology and cross-sectional considering the implementation time period. The statistical population includes 287 nurses in Shariati hospital in the city of Isfahan from whom 164 were selected using Cochran’s formula as the sample. The data was collected through questionnaire and was analyzed with structural equation modeling approach employing SmartPLS software. The findings from path analysis technique indicate the verification of hypotheses about the impact of stereotyping and discrimination on distributive and interactional justice but disapprove the impact of stereotyping and discrimination on procedural justice. Finally there would be discussion and conclusion and some suggestions for managing the stereotyping in organizations and for future researches.

Corruption is one of the organizational phenomena that could dramaticallychallenge the development of countries. Therefore, identifying the methodsof confrontation with this phenomenon can be effective to develop thecountries as well as the organizations. Organizational justice is a variablethat could affect the corruption from psychological aspect. Accordingly,the aim of this paper is prioritizing the organizational justice dimensionsin terms of its impact on institutional and administrative corruption. Thestatistical society includes all of the university professors and managers ofgovernment agencies in East-Azerbaijan province which 200 of them hasselected as statistical sample using categorized sampling method. Also forcollecting the data, research questionnaire was distributed after proving thevalidity and reliability among the members of the statistical society. Inorder to analyze the data, the Cook and Seiford method were utilized. Theresults show that, among the dimensions of organizational justice, distributivejustice has the greatest influence on the reduction of administrativecorruption. Procedural justice and interrogation justice are ranked secondand third respectively.

This paper studies the relationship between managers’ communicational skills and perceiving the organizational justice with job satisfaction among the employees of Sahand Technical University. The population of the study is all employees (235) working in Sahand Technical University in Tabriz among whom 147 people were selected as the sample using Cochran formula and stratified random sampling method. The purpose and the type of this study are applied and descriptive and correlational respectively. In order to gather the data three questionnaires were used; organizational justice questionnaire of Neihoff and Moorman, communicational skills questionnaire of Barton and job satisfaction questionnaire of Smith, Kendall and Hulin. To test the reliability of the questionnaires, Alpha Cronbach was used that equals to 0.965, also to analyze the data Pearson Correlation Coefficient and Spearman were used. The results show that, there is a meaningful relationship between managers’ communicational skills and perceiving the organizational justice with job satisfaction, and all four elements of communicational skills has the meaningful relationship with job satisfaction. However, from these elements listening skill has the lowest correlation with job satisfaction. Also, all four elements of organizational justice have meaningful relationship with job satisfaction and from those elements distributional justice has the lowest relationship with job satisfaction.

Job satisfaction as an important factor that is effective in job success and leads to performance improvement should be taken into considerations by the managers. The aim of this study was to investigate the relationship between organizational justice and its dimensions (distributive, procedural and interactional) with police personnel’s job satisfaction. In terms of methodology this study is of a descriptive-survey research type. The statistical population of the study included 249 security police staff in Mazandaran Province. The sample size based on Cochran formula is 152 individuals. The quota sampling method was employed for sample selection and the data were collected using a standard questionnaire. To test the hypotheses, the Pearson correlation coefficient, one-sample t-test and independent t-test were employed. Findings and The findings indicated that with the presence of justice, police public security and intelligence personnel’s job satisfaction increases in their workplace. In other words, the more justice (distributive, procedural and interactional) increases in the organization, the more the rate of job satisfaction increases among police public security and intelligence personnel.

The main objective of the current study is to understand the amount of the relationship of organizational justice and its dimensions (distributive justice، procedural justice ،interactive justice) with organizational citizenship behaviors of the personnel of the Intelligence and Security Police of the province of Mazandaran. The method of the study is descriptive survey. The sample population includes 249 personnel of the Intelligence and Security Police of the province of Mazandaran, and the sample volume was calculated to be 152 people based on Cochran formula. The sampling method was random stratified and data collection tool was a standard questionnaire. To determine the validity of the questionnaire, its face validity was confirmed by the suggestions and opinions of the experts in this field. Cronbach’s alpha coefficient for the questionnaires of organizational justice and organizational citizenship behaviors was calculated to be 0.721and0.920 respectively, which indicates an acceptable rate of reliability .In order to test the research hypotheses, Pearson's correlation coefficient test and for other analyses single t- test and independent t in SPSS software was used. The results of the study showed that organizational citizenship behaviors of the personnel of the Intelligence and Security Police has increased with justice. In other words, the more the amount of justice observation (distributive, procedural, and interactive) in NAJA, the more the level of organizational citizenship behaviors is among the personnel of the Intelligence and Security Police.

The aim of this study is measuring of organizational justice based on fuzzy expert system. Accordingly, a model is designed based on fuzzy sets theory. The introduced model has five stages. In the first stage, input and output variables of model are characterized by available theories. Inputs are as follows: distributive justice, procedural justice and interactional justice. The output is the score of organizational justice.  In the second stage, the input and output are converted into fuzzy numbers after classification. Inference rules are explained in the third stage.  In the fourth stage, defuzzification is performed, and in the fifth stage, the devised system is tested. The test result shows that the presented model is of high validity. Ultimately, by using the designed model, the score of organizational justice for Small Food Industrials of East Azerbaijan was calculated. The statistical population consists of all staffs and middle managers in these organizations. Using Cochran formula, the sample size is260 employees and 106 middle managers. A questionnaire was devised, and its validity and reliability were confirmed. The result indicates that, the score of organizational justice in Small Food Industrials with the membership rank of 0.816 is at an average level and with the membership rank of 0.184 is low.

Organizational justice is a key factor necessary for 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 job satisfaction follows. 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. They cannot succeed without their personnel''s efforts and commitment. Employee's job performance and satisfaction are considered to be key variables that impact the performance of organizations (Rad & Yarmohammadian, 2006). In a highly competitive environment, global businesses must strive to identify factors that influence the employee's performance and job satisfaction. Employees with higher job satisfaction feel important as they believe that the organization will have a tremendously successful future in the long run and would care about the quality of their work therefore, they are more committed to the organization with higher retention rates and tend to have higher productivity (Fatt, 2010). Given the importance of this issue, this study aimed at examining the relationship between organizational justice as it includes three components (distributive justice, procedural justice and interactional justice) and job satisfaction among staff of the Welfare Organization, branch of Isfahan. This is a survey study, based on descriptive- correlation method. The population of study was estimated to be nearly 689 individuals. Based on Cochran formula, 86 individuals were selected by using random sampling method. A researcher-made questionnaire was used as data-collecting instrument, which is based on Likert 5-degree scale. Also, we used Minnesota Standard Job Satisfaction questionnaire, which contains 100 items. We had to use these instruments to cope with the constraints of time and budget limitation. Using Alpha Cronbach coefficient, we guaranteed reliability of the instruments as they were 0.93 & 0.92, respectively. They Questionnaire's content validity were also confirmed by experts. Data analysis was does through inferential statistics (Pearson Correlation coefficient, independent sample t-test, one way ANOVA and regression) using SPSS software.Discussion of Results and This study explored employees’ perceptions about organizational justice in the form of distributive justice, procedural justice, and interactional justice. It also examined how these perceptions correlate with job satisfaction. The results show that organizational justice is in 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 the regression analysis showed that procedural justice is the best predictive of job satisfaction. This finding suggested that organizational justice precedes job satisfaction as well. It means that if employees find their organization just and fair in distribution, processes and interactional system, they become more satisfied with regard to payment, future progress opportunities, work schedule, co-workers, and supervisors. The results of this study support previous studies in the sense that they proved that employees are more satisfied when they perceive their outcomes and rewards to be fair as compared to those who think are being treated unfairly. If employees feel discontent regarding their rewards they may decide to leave the organization. There is a positive and significant relationship between organizational justice and overall job satisfaction, which means organizational justice, leads to overall job satisfaction. So in order to increase positive attitudes and 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 implies that job satisfaction can be depended directly on the level of organizational justice as it is being perceived by the employees. At the end, it should be pointed out that there was no significant difference in this study between views of personnel about organizational justice and job satisfaction in terms of gender, age, or employment status.

In recent years, increasing attention to the issue of organizational justice and its impacts on organizational outcome has urged organizations to strive for organizational justice in order to survive and reach their objectives. Perceiving injustice has a destructive impact on teamwork spirit and motivation of employees. Injustice and unfair distribution of organization's outputs and achievements demoralize employees and diminish their motivation to be active and assiduous. Besides, it probably reduces performance, production and commitment to the organization. In fact, justice does not mean to assign a single standard for all members. Rather, it means that we must enact responsibilities in certain conditions and act upon them in a fair way. Organizational justice determines how the employees must be treated so they feel they are being treated with justice. According to Lopaciuk (2011, p.63), while organizational justice have a positive effect on an organization's manpower in achieving objectives of employees and the organization, the employee's social capital is also instrumental in a way that chances of success in an organization with high levels of social capital is much more than those organization in which social capital is low. Social capital is a kind of latent wealth and property which is the result of mental preparedness of members of a society to give up their personal interests and engage in collaborative action. It could be considered as a manageable phenomenon in the sense that we can restructure it according to policies of the organization or help the process of its formation. Unlike other kinds of capital, social capital does not exist physically. Rather, it is the result of group and social norms and interactions whose increase causes the reduction of operational costs of the organization. Social capital is generative in nature and urges people to preserve values, perform tasks correctly, reach their goals and accomplish their life plans. In other words, no person or organization could succeed without social capital. Because it is related to perceived sense of injustice, this study attempts to discuss the establishment of justice in organization and employee's opinion on this issue as an effective factor regarding the amount of employee's social capital in the organization. The results, if proven, could help managers employ people with more social capital and hence achieve more success by establishing organizational justice. The present study is an applied and descriptive research attempting to offer a clear definition for the correlation of perceived organizational justice and the amount of personnel's social capital. This is a cross sectional field research. For testing empirical data, a conceptual model was designed by the authors. This model has two main parts, including organizational justice and social capital. In order to reach to research objectives, four hypotheses have been tested, investigating the relationship between perceived organizational justice and its dimensions (distributive, procedural and interactional justice) with the amount of employee's social capital. Research population is composed of the personnel of the health network in Noshahr city, of whom 136 individuals were sampled randomly. For data collection, a questionnaire was made by the researchers containing 31 questions based on Likert's five-degree scale. 15 of the questions include aspects of organizational justice and the other 16 questions are relate to aspects of social capital. The questionnaire has a high reliability (0.91) which was calculated by Cronbach's alpha. Also, the content validity of the questionnaire has been assured by using advice from experts. SPSS software was used for data analysis. The statistical methods used in this research include descriptive statistical methods (such as mean and single sample tables) and inferential statistics, including Pearson's correlation coefficient. Discussion of Results & Testing of the main hypotheses of the study shows, with 95% of precision, that there is a significant and positive correlation between perceived organizational justice and the amount of social capital in the sense that employees'' positive perception of organizational justice could increase their amount of social capital. Therefore, we can say that not only people with more social capital can better trust other members of their organization, but they can also trust members of other groups and organizations as well, participating in political cooperation, and becoming members of different groups and associations. They can also help to establish trust and uplift the organization's reputation, establish informal relationships in the organization, create empathy among the members and work in teams to perform their tasks. According to the results, striving to increase justice in organizations is one of the most significant factors which help organizations create an environment full of social capital and make great achievements as well as enjoying the benefits of organizational justice. They could also have a greater influence on the amount of employee's social capital by improving their positive perception of the administrator's just behavior (interactional justice). The researchers have reached a consensus that distributive justice leads to organizational effectiveness. By increasing the perception of procedural justice, employees obtain a positive view of the organization and its managers even if they are dissatisfied with payments, promotions and other personal benefits. In addition, procedural justice influences employee's confidence in organization and encourages them to remain in the organization. Various studies have shown that those organizations in which high levels of social capital exist have better organizational performance and hence are more successful in competition with their rivals. Therefore, social capital is the pivot of management issues and those managers who can produce more social capital are considered successful. Studies show that employee's opinion regarding degree of respecting justice in the organization influences attitudes such as organizational commitment and the legitimacy of people in authority. In addition, when employees feel that the organizational procedures and outcomes are unfair, they probably have a weaker performance. This behavior might also damage the process of social capital development in the organization. So all organizations in general and the health network in particular, must do their best to empower the process of justice in distributing outcomes, procedures and social interactions. We recommend that a cultural organization will be established to facilitate the development of employee's social capital and to include social capital indexes in the performance and reward assessment systems of organizations. Administrators can affect their employee's social capital through improvement of the relationship between their subordinates, partnerships, flexible and democratic structures, clear appraisals, fair treatments and empowerment of the employees. A careful study of these factors may reveals different types of justice in each of them.

Today people who have social capital are very important for Organizations and are an asset to the organizations. Consequently attention to the importance of the factors that affect the social Capital are increasing day to day. In this descriptive and survey study police of Chalus city who were selected by randomized cluster sampling completed questionnaires. Structural equation modeling (SEM) and Factor analysis is used to evaluate the data. The findings of this study indicate that perceived organizational justice and all its dimensions have a positive impact on performance & social capital .perceived distributive, procedural and interactional justice have affected on the level of staff social capital & performance .in other words Increasing perception of the fairness of the distribution of outcomes, the outcome of procedures, human communication can be achieved higher levels of social capital & perfprmance.

nowadays, workforce is one of the most valuable resources for organizations. Therefore, to establish and develop the productivity and efficiency of the organization, focusing on priorities and established norms that shared among employees considered necessary. The inevitable result will be the creation of a strong culture that underlie motivation and job satisfaction of employees. Among factors that most influenced the culture accepts, can named to job performance, job satisfaction and motivation. Since the foundation of the organization is a fundamental and key role in the creation and promotion of the employees' job satisfaction. In this study, we intend to examine the relationship between organizational culture and job satisfaction. This article is "practical" from the perspective of aim, and its method is "descriptive - survey". The population of this study was 142 employees of Electricity and power distribution affiliates. In this study we used descriptive statistics for demographical specification of survey respondents and inferential statistics were used to test the hypothesis. Data-collection tool for this research was questionnaire. For sampling, the Corcoran Formula was used; and the method of sampling was “random sampling”. The results showed a positive and straight forward relationship between job satisfaction and organizational culture. Among the Component of the organizational culture, reward systems have the highest correlation, and information systems have the lowest correlation with motivation. According to the results of the study, suggested Cultural factors and specially the reward system should be designed to improve performance and enhance the job satisfaction of staff.

Social happiness in the past few years has become one of the most famous concepts in sociology and social psychology, due to the fact that a society with unhappy people will face many social problems and deviances. So every country should perform thorough investigations on this important concept.This study investigates the relationship between social justice and social happiness and examines the impacts of social justice on Tehran city's young people’s social happiness in Tehran. Also, the Rout Vinhovens’ theory of life quality and Jamil Saba’s viewpoint about social justice were used. The unit of analysis is young people who live in Tehran. A questionnaire made after review of validity and reliability with cluster random sampling in five regions of Tehran and among the 385 young people. Oxford standard happiness inventory has been employed as one of the measurement scale of happiness.Results show that social happiness between variable of gender, marital status, place of birth, educational degree and age is different. Also, relationship between social happiness and social justice has been proven. Multiple regression analyses indicate that the distributive justice, interactional justice and procedural justice are significantly related to measures of social happiness.