جستجوی مقالات مرتبط با کلیدواژه « عدالت سازمانی » در نشریات گروه « روانشناسی »

organizational justice refers to the employees' feeling and perception of the level of fairness and equality in the behaviors and working relationships in an organization. In the last decade of the 20th century, organizational justice as an important concept in human resource management was noticed in the field of organizational studies. This concept is placed next to organizational commitment and employee satisfaction and is an underlying factor of organizational trust. Justice and its implementation is one of the basic and natural human needs. Throughout history, its existence has always provided a suitable platform for the development of human societies. In recent years, the issue of organizational justice has been investigated in various research and organizations, including the banking network, but since the results of various research have not summarized the results of existing studies, therefore, the present research analyzed the results of research regarding organizational justice related factors. It has dealt with organizational justice in the country's banking network and understanding the relationships between them.

The present study is an applied research. The statistical population of the research was made up of all the research conducted until the end of the spring of 2022 in the field of the study subject, through the purposeful sampling method of 37 research related to organizational justice that were indexed in the form of theses on the Irandak website and articles published in scientific-research journals in that period. They were identified and extracted between 2010 and 2022. The method used in the current research is meta-analysis, and in order to analyze the data, the second edition of the Comprehensive Meta-Analysis (CMA) software was used. It should be mentioned that in order to check the homogeneity of the results of the studies, the Q-test and the I-squared index were used, and in order to check the publication bias, methods such as Bagg's and Mezomdar's rank correlation, Egger regression method and funnel plot were used.

In the country's banking network, the relationship between factors at three levels "individual, social and organizational" with organizational justice has been investigated. According to the obtained effect size, the results showed that organizational factors are the strongest correlates of organizational justice, followed by individual and social factors. Among organizational factors, "organizational well-being" among individual factors, "employee productivity" and among social factors "social capital" had the strongest relationship with organizational justice.

Various research showed that strengthening employees' perception of organizational justice is relevant and effective on different aspects of organizational behavior, and efforts to develop organizational justice will both help to maintain and promote sustainable productivity and can grow the human resource development indicators of organizations.

The purpose of the current research was to meta-analyze the foreign research conducted regards factors related to organizational justice, in order to estimate the effect size of the correlations related to organizational justice. In fact, this research was trying to investigate this issue according to the existing research records, what are the factors related to organizational justice in foreign research and also which of these factors have the strongest relationship with organizational justice.

The statistical population of the current research included all research conducted regarding organizational justice until the end of the first half of 2023, and based on purposeful sampling method, 32 research documents that had suitable characteristics to enter the meta-analysis were selected, and in order to analyze the data, the second edition of comprehensive meta-analysis (CMA) software was used.

Due to the heterogeneity between the studies, the random effects model was used to combine the results and reach the effect size.The effect size of the random model of the correlations of organizational justice in the studies under review was 0.299, which according to Cohen's interpretation system is within the confidence range at an average level.The results showed that among the correlates related to organizational justice in the banking network, the intention to comply with the information system security policy, satisfaction with services and organizational trust, are the strongest factors, while hiding knowledge, organizational performance and the turnover intention of employees, are the weakest factors.

Considering the many factors related to organizational justice, it should be said that without gaining knowledge about the level of employees’ perception of organizational justice, it will not be possible to achieve organizational goals and realize organizational visions and improve the status of organizational performance and organizational excellence.

With a review of the existing background in the field of organizational psychology, a significant gap can be observed in identifying instances of citizenship behaviors among managers in educational organizations and the available theories. Despite extensive studies in the realm of organizational psychology, fewer studies categorize and determine instances of citizenship behavior among education and training managers.Top of Form

The objective of the present research was to identify the theories and instances of organizational citizenship behavior of managers within the education and training organization.

The present study was a systematic review. A search was conducted from 2000 to 2023 using keywords related to organizational behavior, citizenship behavior, organizational citizenship behavior, organizational psychology, theories of citizenship behavior, and education in specialized databases such as SID, Magiran, PubMed, Scopus, and Science Direct. Twenty-four articles were retrieved, and following the inclusion and exclusion criteria, ultimately, five studies directly relevant to the subject were examined. Their findings were synthesized together based on the PRISMA statement.

The results indicated that the development and expansion of organizational justice, organizational culture, and commitment within educational organizations, in all their dimensions, can create an environment conducive to the emergence of organizational citizenship behaviors and increase the likelihood of such behaviors occurring.

Managers and leaders within educational organizations should create opportunities for increasing organizational citizenship behavior through organizational justice, culture, and commitment by employing leadership styles that allow greater participation in decision-making for all middle and lower-level managers.

The aim of the current research was to examine the fit of the presented model in the context of the causal relationship between religious attitude and organizational effectiveness with the mediating role of organizational justice, organizational trust and job satisfaction in sports managers of the Islamic Republic of Iran's armed forces. Methodology The current research was descriptive and causal (structural equation). The statistical population included sports managers of armed forces organizations, numbering (N=560). The number of samples (n=234) were selected as a statistical sample by stratified random sampling. To measure the religious attitude, Glock and Stark's Religious Attitude Questionnaire, organizational justice dimensions from the Niehoff and Moorman Organizational Justice Questionnaire, organizational trust from Elonen et al.'s Organizational Trust Questionnaire, and job satisfaction from the Minnesota Job Satisfaction Questionnaire (MSQ) were used. AMOS 23 and SPSS 23 software were used for data analysis.According to the developmental characteristics of the model fit and the indices obtained, it was found that the fit of the model is at an optimal level, and as a result, the predicted conceptual model was confirmed.Possession of religious beliefs motivates a person to work and work with self-sacrifice and dedication, as a result of the existence of a religious attitude, it increases the effectiveness of the organization. This means that strengthening the religious foundations and religious attitudes of individuals can help to spread justice and trust in the organization, which can positively and directly lead to an increase in effectiveness in the organization.

The purpose of the present research is to investigate the relationships between the employee’s perception level of organizational justice and organizational citizenship behavior. The method the present research is relational and the structural equation modeling is used, and also the measuring tool in this research is closed questionnaire. Statistical population of study includes all of 148 employees of the SAMEN Institutes of Mazandaran Province from which 114 employees were selected by simple random sampling method as a sample. Findings showed that there is significant and positive relationship between perceived Organizational Justice and Organizational Citizenship Behavior and its dimensions such as altruism, sportsmanship, conscientiousness, courtesy, and civic virtue (P˂0/01). Also, after the investigation and test, the existence of relationship between distributive justice, procedural justice, and intractional justice with organizational citizenship behavior is suported.courtesy, and civic virtue (P˂0/01). Also, after the investigation and test, the existence of relationship between distributive justice, procedural justice, and intractional justice with organizational citizenship behavior is suported.

Job satisfaction in nurses, who are major members of the health team with the largest numbers in healthcare systems, is remarkably important. the purpose of the present study was to investigate the relationship between mentoring and nurseschr('39') job satisfaction by mediating the role of organizational justice and commitment. The research method was cross-sectional and correlational. 205 nurses from PourSina Medical and Educational Center of Rasht participated in the study. Data was collected from Mentoring Functions Questionnaire (Castro, Scandura & Williams), Job Descriptive Index (Smith, Kendall & Hulin), Organizational Justice  Questionnaire (Niehoff & Moorman), and Organizational Commitment Questionnaire (Allen & Meyer). Data were analyzed using path analysis and bootstrapping method. The results demonstrated that the direct effect of mentoring on job satisfaction is significant; Also, the organizational justice and commitment significantly mediated the relationship between mentoring and job satisfaction. Regarding the findings, it can be expected that nurseschr('39') job satisfaction will increase with improving mentorship in health care organizations. In addition, the supervisors of nursing sections can strengthen their role as an organizational mentor by improving fair and committed job behaviors to enhance the job satisfaction of nurses under their supervision. The implications of these results are discussed with the focus on improving job satisfaction.

Motivating is one of the biggest concerns of current managers. So, the purpose of this study was designing and testing a model of some antecedents of job motivation (satisfaction with performance appraisal, satisfaction with pay, organizational justice and self-monitoring). The method of this study is a descriptive correlational design. The sample consisted of 225 employees of Maroon Petroleum Industry Company who were selected by stratified random sampling method. The participants completed satisfaction with performance appraisal (Meyer & Smith, 2000), satisfaction with pay (Smith et al., 1969), organizational justice (Colquitt, 2001), self-monitoring (Lennox & Wolfe, 1984), and job motivation (Robinson, 2004) questionnaires. Fitness of the proposed model was examined by structural equation modeling (SEM), using AMOS-22 and SPSS-22 software packages. Results indicated that the proposed model fit the data properly. Better fit and more significant results obtained by omitting 1 non-significant path. Findings also showed that all direct paths except satisfaction with pay to job motivation, were significant.

Justice is a human rights law. One type of justice is organizational justice, which is affected by various factors. But the key question is, does emotional intelligence have a direct impact on organizational justice and organizational entrepreneurship? And does mediating organizational justice have an indirect effect on organizational entrepreneurship?

To design a structural model of organizational justice, identifying antecedents (organizational climate, emotional intelligence, organizational ethical values) and outcomes (organizational entrepreneurship).

The research was descriptive-correlational. The statistical population included all administrative and educational staff who were all selected as sample. Research tools include: Halpin & Craft (2000), Organizational Entrepreneurship Questionnaire, Marguerite Hill (2003), Nihof-Moorman Organizational Justice Questionnaire (1993), Shout et al. (1998), and Ethical Values Questionnaire. Organization Amix et al. (2008). Data were analyzed using structural equation method.

The results showed that emotional intelligence as an individual variable of organizational justice and entrepreneurship had no effect (P<0/001). Ethical values have a direct effect on organizational justice, but it does not affect entrepreneurship, but has an indirect effect on organizational justice. From the dimensions of organizational climate, the emphasis on production has a direct positive effect on organizational justice and organizational entrepreneurship. Harassment has a direct negative effect on organizational justice and entrepreneurship. The impact of these two is enhanced by the mediation of organizational justice on entrepreneurship. Spacing on organizational entrepreneurship has a significant negative direct effect. Group spirit has a significant negative direct effect on organizational justice. Also, mediating organizational justice has an indirect negative effect on entrepreneurship. Consideration has a positive and meaningful direct effect on organizational justice; it has a significant positive effect on organizational entrepreneurship only through the mediation of organizational justice. Organizational justice has a direct and positive effect on organizational entrepreneurship. Ethical values and organizational climate influence perceptions of organizational justice that mediate the role of justice in organizational entrepreneurship (P<0/05).

Ethical values and organizational climate are influenced by perceptions of organizational justice that mediate the role of organizational justice in organizational entrepreneurship.

The purpose of this study was to determine and design a structural model of the relationship between organizational virtue and organizational justice with the mediating role of professional ethics among faculty members and staffs of Payam-e-Noor universities in Khuzestan province.

The research method was descriptive-correlational which was performed in 2017-2018 academic years. The study population consisted of all faculty members and staffs of Payam-eNoor Universities in Khuzestan province (720 persons) that sample size (295) was estimated by stratified random sampling based on sample size using Krejcie and Morgan table. Organizational Justice Scale(Niehoff and Moorman,1993), Organizational Virtue Scale(Cameron et al. , 2004) and Professional Ethics Questionnaire (Cadozier, 2002) have been used that the coefficient of reliability of Cronbach's alpha was 0. 94, 0. 93 and 0. 83, respectively. Descriptive statistics and structural equation modeling were used for data analysis using SPSS24 and AMOSE statistical software.

The results showed that (a); the direct effect of organizational virtue on organizational justice was statistically significant (R=0. 74), (B); the direct effect of organizational virtue and professional ethics was statistically significant (R= 0. 31). (C); The direct effect of professional ethics on organizational justice was statistically significant (R = 0. 16). Finally, the indirect effect of the organizational virtue of organizational justice was not statistically significant.

professional ethics do not mediate the relationship between organizational virtue and organizational justice. Also, in an atmosphere of trust, honesty, and optimism, employees avoid engaging in unproductive and unethical behaviors caused by immorality and they are turning to produce work that provides them with the opportunity to learn and grow to promote organizational justice.

This study intended to examine the relationship of leadership styles, organizational justice, psychological empowerment with job motivation and organizational commitment in female staff of Andimeshk Islamic Azad University. The sample included 30 subjects whom were selected by total population sampling method. The research was descriptive one. Bass and Avaliew (2004) Leadership Styles Questionnaire, Niehoff and Moorman(1993) Organizational Justice Questionnaire, Aspyrtyzr (1995) Psychological Empowerment Questionnaire, Robinson (2004) Job Motivation Questionnaire and Allen and Meyer(1997) Organizational Commitment Questionnaire were  implemented as data sources.The data were analyzed by applying  the canonical correlation and Pearson correlation coefficients. The results showed that there were significant correlations between the two sets of the understudy variables.