An Analysis of the Relationship between Organizational Justice and Job Satisfaction among the Staff of Isfahan\\\'s Welfare Organization

• Main Authors: Tahereh Babazadeh, Abdullrrasoul Jamshidian, Hamid Rahimi, Mohamad Reza Moradi
• Format: Article
• Language: fas
• Published: University of Isfahan 2014-04-01
• Series: جامعه شناسی کاربردی
• Subjects: Organizational justice; Job satisfaction; Staff; organization
• Online Access: http://uijs.ui.ac.ir/jas/browse.php?a_code=A-10-1-206&slc_lang=en&sid=1
• ISSN: 2008-5745; 2322-343X

Introduction 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 employees' 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. Materials and Methods 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 Questionnaires' 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 Conclusions 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.