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Abstract The occurrence of unethical behavior, especially in government and public organizations, has become a challenge. The purpose of this study is to investigate the effect of perceived organizational justice in the management control system on unethical behaviors in budgeting with emphasis on considering the role of psychological dimensions.This research is applied in terms of purpose and descriptive-survey in terms of implementation with structural equation modeling approach. The statistical population is the managers of the University of Medical Sciences and hospitals in Sistan and Baluchistan province. The sample was determined using Morgan's table, 169 persons were selected using simple random sampling method. The data collection tool is a questionnaire. The results show that the evidence obtained in reducing unethical behaviors is largely contradictory; So that participation in setting goals, using different performance indicators and the quality of feedback have a positive and significant effect on the desire to create a budget slack; While using the principle of controllability does not have a significant effect on creating a budget slack. The results of the path analysis show that organizational commitment has a negative and significant effect on creation of budget slack and data manipulation. Another result is that the effect of trust in superiors on the creation of budget slack is positive and significant. In addition, participation of managers in determining the goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different measures of the organization's performance and the quality of feedback have a negative and significant effect on data manipulation.Introduction In recent years, the increasing attention to the issue of organizational justice and its effects on organizational performance has led organizations to use different models and methods to achieve their goals and continue their existence and gain a new competitive advantage. Be safe from falling, overturning and dangers caused by rapid environmental changes. Organizational justice is socially constructed and affects people's attitude and behavior in the workplace. Organizational justice refers to employees' understanding of what they consider to be fair or unfair in their work environment. Therefore, organizational justice, which is also called organizational fairness, is the fairness that employees perceive about working relationships within the organization.Research has been done to identify how the elements that increase the feeling of injustice and the main reactions of people occur. Langevin and Mendoza (2013) emphasize, if the management control system (MCS) is considered unfair, it can lead to behaviors in managers that are harmful to the organization. For example, this may lead managers to unethical behaviors such as a tendency to create budgetary slack and manipulate data.Case study In this study, the data obtained from the educational and therapeutic institutions of the Ministry of Health, Treatment and Medical Education of Sistan and Baluchistan province (universities of medical sciences of Sistan and Baluchistan province and affiliated hospitals) have been used.Materials and Methods The statistical population used in this study is the managers of the University of Medical Sciences and the heads of affiliated hospitals of Sistan and Baluchistan province, the number of the statistical population in this study is 300 people. In this study, the sample size was determined using Cochran's formula, and the questionnaire was administered online through Google Form to more than 200 middle and senior managers. Among these people, 171 people answered all the questions and the information of 169 people can be analyzed, as it is in accordance with the sampling method based on Morgan's table. Structural equation modeling (SEM) and PLS software will be used to test the hypotheses.Discussion and Results The results of this study show that the role of participation in setting goals on increasing the perceived distributive justice in MCS is not significant. Also, participation in setting goals has a significant relationship with procedural justice. The quality of feedback is significantly related to the procedural and interactive justice of the management control system. In addition, the results indicate the significant impact of multiple performance indicators on distributive and procedural justice. The results show that three of the dimensions of the management control system; That is, participation in setting goals, using different performance measures and the quality of feedback have a positive and significant effect on create a budgetary slack; While application of the controllability principle does not have a significant effect on creation of budgetary slack. The results of the path analysis show that organizational commitment has a negative and significant effect on the two variables of unethical behavior, creation of budgetary slack and data manipulation. While the results show that the dimensions of the management control system do not reduce the creation of budgetary slack. Another result is that the effect of trust in superiors on the creation of budgetary slack is positive and significant. The obtained evidence shows that managers' participation in determining goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different organizational performance measures and the quality of feedback have a negative and significant effect on data manipulation.ConclusionIn the past two decades, a large number of scandals have occurred in non-profit organizations, government or business enterprises, many of them related in various ways to accounting and management control systems. Understanding the inefficient effects of measurement systems and incentives and possible ways to overcome such inefficient effects is essential. Therefore, it is interesting to search for explanations and justifications about possible unethical behaviors in relation to the components of the management control system in organizations, because the result obtained may be one of the roots of many scandals.

The occurrence of unethical behavior, especially in government and public organizations, has become a challenge. The purpose of this study is to investigate the effect of perceived organizational justice in the management control system on unethical behaviors in budgeting with emphasis on considering the role of psychological dimensions. This research is applied in terms of purpose and descriptive-survey in terms of implementation with structural equation modeling approach. The statistical population is the managers of the University of Medical Sciences and hospitals in Sistan and Baluchistan province. The sample was determined using Morgan's table, 169 persons were selected using simple random sampling method. The data collection tool is a questionnaire. The results show that the evidence obtained in reducing unethical behaviors is largely contradictory; So that participation in setting goals, using different performance indicators and the quality of feedback have a positive and significant effect on the desire to create a budget slack; While using the principle of controllability does not have a significant effect on creating a budget slack. The results of the path analysis show that organizational commitment has a negative and significant effect on creation of budget slack and data manipulation. Another result is that the effect of trust in superiors on the creation of budget slack is positive and significant. In addition, participation of managers in determining the goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different measures of the organization's performance and the quality of feedback have a negative and significant effect on data manipulation. [ABSTRACT FROM AUTHOR]

AbstractLeaders’ expression of moral anger is considered very important in curbing unethical behaviors and maintaining an ethical environment in organizations. However, how and the mechanism of its effect is unknown. The purpose of this research is to evaluate the effect of leader moral anger on trust in leader, perceived integrity and organizational justice considering the moderating role of Islamic work ethics. The statistical population of this research was employees working in selected hospitals of Isfahan province. 320 questionnaires were distributed, of which 272 correct questionnaires were used for data analysis. Questionnaires from Shao (2019), Schoorman et al. (2016) and Mayer and Davis (1999), Mayer and Gavin (2005), Colquitt et al. (2022), and Ali (1988) were used to measure the leader moral anger, perceived integrity, trust in the leader, perceived organizational justice, and Islamic work ethic, respectively. The reliability of the questionnaire was confirmed by the Cronbach’s alpha method and its validity by the factor analysis method. Structural equation modeling and SmartPLS software were used to test the research hypotheses. The results showed that the leader moral anger has a positive and significant effect on trust in leader, perceived integrity and organizational justice. Also, the leader’s perceived integrity has a positive and significant effect on trust in leader and perceived organizational justice. In addition the results showed that Islamic work ethics has a moderator effect in the relationship between leader moral anger and perceived integrity. Overall, the research findings suggest that the leader moral anger can have positive consequences for both the leader and the organization.IntroductionIn recent years, many researches have been conducted in the field of leadership. In more than a century of leadership studies, several paradigm shifts have occurred. One of the emerging issues is the issue of ethics. For this reason, in recent years, there has been a lot of emphasis on the emergence and display of ethical behavior by leaders, to the point that many researchers have been concerned about the consequences of this issue in new studies. Researches have shown that the sensitivity and verbal and behavioral reactions of leaders towards the occurrence of unethical behavior in the organization can have positive consequences both at the individual and organizational levels. The concept of moral anger of leaders refers to their expression of anger from observing various negative events that they see in the organization. In the leadership literature, most of the research on leader anger is related to employee performance. In other words, poor performance can lead to anger from the manager. However, the role of leader anger in moral contexts, such as when leaders express anger at their followers’ moral transgressions, differs from that in performance contexts. Leaders’ expression of moral anger is considered very important in curbing unethical behaviors and maintaining an ethical environment in organizations. However, how and the mechanism of its effect is unknown. The purpose of this research is to evaluate the effect of leader moral anger on trust in leader, perceived integrity and organizational justice considering the moderating role of Islamic work ethics.Case studyGiven the sensitivity and influence of hospital professions, the issue of ethics in these organizations is doubly important. Therefore, the statistical population of this study includes employees who work in some selected hospitals in Isfahan province. 320 questionnaires were distributed, of which 272 correct questionnaires were used for data analysis.Materials and MethodsThis research is an applied research in terms of purpose and descriptive-survey based on the method. Questionnaires from Shao (2019), Schoorman et al. (2016) and Mayer and Davis (1999), Mayer and Gavin (2005), Colquitt et al. (2022), and Ali (1988) were used to measure the leader moral anger, perceived integrity, trust in the leader, perceived organizational justice, and Islamic work ethic, respectively. The reliability of the questionnaire was confirmed by the Cronbach’s alpha method and its validity by the factor analysis method. Structural equation modeling and SmartPLS software were used to test the research hypotheses.Discussion and ResultsThe results showed that the leader moral anger has a positive and significant effect on trust in leader, perceived integrity and organizational justice. Also, the leader’s perceived integrity has a positive and significant effect on trust in leader and perceived organizational justice. In addition the results showed that Islamic work ethics has a moderator effect in the relationship between leader moral anger and perceived integrity. However, the moderating role of Islamic work ethics in the relationship between leader moral anger and perceived integrity and the moderating role of Islamic work ethics in the relationship between leader moral anger and perceived organizational justice were not confirmed.ConclusionThe review of the research literature shows that the subject of ethical leadership has gained significant importance in recent years with the emergence and importance of business ethics issues and due to the moral weakness of some organizational leaders. That is why much attention is paid to the description of the moral behavior of leaders. Based on the importance of the topic, the purpose of the current study was to evaluate the effects of leader moral anger on leader trust, perceived integrity, and organizational justice, considering the moderating role of Islamic work ethics. As the results showed, leader’s moral anger and perceived integrity influence trust in the leader and perceived organizational justice. In this regard, hospital administrators are advised not to refrain from expressing their true feelings in the face of observed violations and to use the positive functions of moral anger. In addition, as it was said, the leader’s moral anger increases trust in him, and this trust increases the effect of moral anger in a good period. Often times, leaders get angry when they give negative feedback to their followers. Although negative feedback can help employees improve their performance, the negative effects of expressing anger can reduce the usefulness of the feedback and, therefore, reduce the leader’s effectiveness. Followers trust in the leader can offset the negative effects of the leader expressing anger through negative feedback. Therefore, hospital leaders need to build strong trust with their employees to reduce the negative impact of anger expression on leadership effectiveness. Overall, the research findings suggest that the leader moral anger can have positive consequences for both the leader and the organization.

BACKGROUND AND OBJECTIVES: The present research was conducted with the aim of exploring and explaining organizational factors affecting third-party liability insurance violations in the Iranian insurance industry. METHODS: The current study is based on a descriptive-exploratory mixed methodology. The statistical population of the qualitative part of the study includes experts from the fields of insurance management and economic sociology and development. The survey was conducted using a purposive and snowball sampling method of 26 experts until saturation. The statistical population of the quantitative part of the study included employees of Tehran insurance companies. A total of 354 people were selected as a statistical sample using a cluster sampling method. The instrument for data collection was semi-structured interviews with experts in the qualitative part and questionnaires in the quantitative part. The validity of the questionnaire was confirmed by form and content methods and its reliability by the Cronbach’s alpha method. The data from the qualitative part of the study was analyzed using the thematic analysis method and the data from the quantitative part using confirmatory factor analysis with the Amos21 software. FINDINGS: Based on the results of the qualitative part, a total of 52 basic themes, 18 organizing themes and 5 inclusive themes (organizational justice, organizational commitment, informal organization, organizational culture and legality) were identified. According to the results of the quantitative part, organizational justice and organizational commitment have a negative and inverse effect with -0.84 and -0.56, respectively, and the variable of informal organization has a positive and direct effect with 0.54 on the violations of employees of insurance companies operating in the field of third-party liability insurance. The variable of organizational justice had an effect on the violations of insurance company employees through the influence on organizational commitment and informal organization. CONCLUSION: Based on the research findings, it is suggested that the organizational factors presented in this study should be considered in the strategic plans of the insurance industry in addressing insurance violations and should be emphasized by insurance companies. In the area of organizational justice, it is suggested that in order to restore organizational justice, the mentioned values should be considered among the employees of the insurance companies and the implementation of justice in the organizational processes. In terms of organizational commitment, it is suggested that the dimensions of organizational commitment considered in this research should be considered as a basis for improving the organizational commitment of employees. In relation to informal organization, it is also suggested that if there is a positive attitude towards informal organizations, their existence should be used in line with the objectives and strategies of insurance companies. [ABSTRACT FROM AUTHOR]

Objective: The present research was conducted with the aim of studying phenomenological cognitive justice in virtual learning environment in higher education. The research approach was qualitative and the method used was phenomenology. Methods: Purposive sampling is a combination of two methods of criterion collection and accessible with the theoretical saturation rule. The participants of the research were 30 graduate students pedagogy at Bu-Ali Sina University in the years 1397 to 1399. The data were analyzed using MAXQDA 10 software. Results: The findings showed that students faced various issues in each dimension of educational justice. In the distributive justice dimension, issues related to planning and implementation, necessary knowledge and skills, evaluation, virtual learning infrastructure, media literacy, and interactive level were identified. In the procedural justice dimension, issues related to evaluation and justice in providing educational services were identified. In the interactional justice dimension, issues related to behavior, technical difficulties, and environmental stimuli were identified. Conclusion: Based on the findings, success in virtual learning requires excellent communication skills, design and planning, and active participation of learners and teachers. [ABSTRACT FROM AUTHOR]

Leaders’ expression of moral anger is considered very important in curbing unethical behaviors and maintaining an ethical environment in organizations. However, how and the mechanism of its effect is unknown. The purpose of this research is to evaluate the effect of leader moral anger on trust in leader, perceived integrity and organizational justice considering the moderating role of Islamic work ethics. The statistical population of this research was employees working in selected hospitals of Isfahan province. 320 questionnaires were distributed, of which 272 correct questionnaires were used for data analysis. Questionnaires from Shao (2019), Schoorman et al. (2016) and Mayer and Davis (1999), Mayer and Gavin (2005), Colquitt et al. (2022), and Ali (1988) were used to measure the leader moral anger, perceived integrity, trust in the leader, perceived organizational justice, and Islamic work ethic, respectively. The reliability of the questionnaire was confirmed by the Cronbach’s alpha method and its validity by the factor analysis method. Structural equation modeling and SmartPLS software were used to test the research hypotheses. The results showed that the leader moral anger has a positive and significant effect on trust in leader, perceived integrity and organizational justice. Also, the leader’s perceived integrity has a positive and significant effect on trust in leader and perceived organizational justice. In addition the results showed that Islamic work ethics has a moderator effect in the relationship between leader moral anger and perceived integrity. Overall, the research findings suggest that the leader moral anger can have positive consequences for both the leader and the organization. [ABSTRACT FROM AUTHOR]

Purpose: Development and corruption are two related concepts; in fact, they are two sides of the same coin. This implies that achieving development is not possible without combating corruption. Given the crucial role of human resource management systems in preventing corruption, this study aims to model the optimal system for managing employee performance to prevent corruption in the public sector. Design/ methodology/ approach: This research adopts an interpretive paradigm, applied for its purpose and descriptive in nature, employing interviews as the data collection method. The research method is based on interpretive-structural modeling. The statistical population comprises public sector managers, and snowball sampling is used for sampling. Research Findings: The study identified ten components for designing an employee performance management model to prevent administrative corruption: transparency, accountability, procedural justice, interactional justice, justifiability, alignment, rule of law, continuous improvement, authenticity, and preventability. According to the results of the MICMAC analysis, none of the identified components are located in the autonomous region, indicating a strong interconnection among all model components. Nine components were identified in the linkage region: transparency, accountability, procedural justice, interactional justice, justifiability, alignment, rule of law, continuous improvement, and authenticity. These components are dynamic, meaning that changes in them can impact the entire system. Additionally, the preventability component is placed in the dependence region, indicating its high dependence on other components. Among other findings, the study delineated an interaction network of variables to determine the level and relationships of the identified components. According to this network, the rule of law and accountability dimensions are fundamental components of the model, as they influence all other components. These two components exhibit a two-way relationship with each other, implying mutual influence. Additionally, transparency and alignment rank next, also with a two-way relationship with the preceding components, indicating their significant influence on the model. Authenticity and justifiability are positioned in the third level of the model; authenticity affects continuous improvement and has an interactive relationship with justifiability. Continuous improvement, located in the fourth level, impacts two components in the fifth level: procedural justice and interactional justice. Procedural and interactional justice, besides influencing each other, affect the preventability component, the last level of the model. Preventability is the most dependent component, suggesting that procedural preventability in the employee performance management system relies on other model components. Limitations & Consequences: Data collection through interviews introduces potential biases in the findings. Additionally, the scope of actors and the research problem prevented a comprehensive examination of the issue from all perspectives. Practical Consequences: Public sector managers can use the findings of this applied research to design employee performance management systems that reduce corruption risk. Innovation or value of the Article: Despite numerous efforts to combat corruption in Iran, effectiveness has been limited, as evidenced by Iran's low ranking in the Corruption Perceptions Index (CPI) in 2022. This study addresses the significant role of human resource systems in combating administrative corruption by identifying and modeling the components of an employee performance management system tailored for the public sector. Paper Type: Original Article [ABSTRACT FROM AUTHOR]

The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.

Background: 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 Aims: 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. Methods: 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. Results: 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. Conclusion: 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.

Background: 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. Aims: 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. Methods: 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. Results: 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. Conclusion: 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. [ABSTRACT FROM AUTHOR]

The purpose of this research is to investigate the factors affecting unethical pro-organizational behaviors by accountants. Unethical pro-organizational behaviors refer to behaviors that are done to help the organization or its members. In this research, social exchange theory has been used to explain the pro-organizational aspect of these types of behaviors and social cognition theory has been used to explain their unethical aspect. The statistical population of this research is made up of chief financial officers and accountants of manufacturing companies. The required data was collected through standard questionnaires from 181 chief financial officers and accountants in 2023. In this research, structural equation modeling by the partial least squares method was used for data analysis. The results of the hypothesis test indicate that the construct of perceived organizational justice has a positive and significant effect on the constructs of positive social exchange and organizational identity. In addition to this, positive social exchange and organizational identity constructs have positive and significant effects on unethical pro-organizational behaviors, although, in this research, no evidence of the moderating effects of positive reciprocity beliefs and moral identity constructs was found in the relationship between positive social exchange and organizational identity with the unethical pro-organizational behaviors. The results of this research show that the simultaneous use of social exchange theory and social cognition theory can provide a suitable framework for explaining the unethical pro-organizational behaviors of accountants. [ABSTRACT FROM AUTHOR]

Background & Purpose: Perception of justice arises from the social actions in the form of perceptual-behavioral cycles between social actors over time. In organizations, this cycles between superiors and subordinates affect the perceptions and consequently the behaviors of both sides of the relationship. Considering the small number of superiors and their placement in the center of organizational interactions, the best point of intervention to manage these cycles is the perceptions of superiors. In this research, our goal is to identify personality traits that influence the perception of justice of leaders and their continued behavior. Methodology: This research is fundamental in terms of results, is exploratory regarding purpose, and is qualitative concerning method, the data were collected by library research and based on thematic analysis of the Nahj-Ol-Balagha Text. To do so, Nahj-Ol-Balagha Text was read many times and coding was accomplished after selecting the related parts. Then, the codes were revised, summarized, and then categorized in different steps. The results were validated using expert panel and Holsti’s coefficient of reliability (92%). Finally, Delfi Method was used to reach agreement in categorizing the codes. Findings: Two sets of codes were found in this study: the 25-code set refers to the relationship between personal traits as well as behavior with the values and believes. The second set consists of 505 basic recorded codes that categorized in the form of two main organizing themes of magnanimity and dignity, and steadfastness and fortitude. Magnanimity and dignity cover three sub-organizing themes including: respect for others, kindness and generosity, and the main organizing theme of steadfastness and fortitude, and includes three sub-organizing themes of self-control, insight, and personal stability. These findings signify a specific style of leading that is balanced through these two sets of Magnanimity and dignity, and steadfastness and fortitude. Conclusion: The results suggest that the leaders who possess the characteristics mentioned in this research, will perceive less injustice, and after the perception of injustice, the possibility of extreme behavior in them is less probable. Thus, it is expected that the perception of justice in the subordinates of such leaders will be more and the atmosphere of justice in the organization will be more positive as well.

Background and Aim: Organizational effectiveness depends on variables such as organizational development and justice. Paying attention to the concept of work conscience in health organizations, like other organizations, is in fact an ethical and humane view of the concept of work, which itself is affected by various factors. The present study was conducted with the aim of investigating how organizational development and justice relate to the work conscience of health centers’ staff. Methods: This research is a descriptive correlational study conducted on 197 health network staff members in Shahrekord, were selected and studied through convenience sampling method. Data collection was done using three standard questionnaires: The Organizational maturity (Spiders, 2007), the organizational justice scale (Niehoff and Moorman, 1993) and the work Conscientiousness scale (Costa & McCrae, 1992). Data analysis was done using descriptive and analytical statistics (Pearson Correlation Coefficient and regression testing) and SPSS 16. Ethical Considerations: This study has been approved by the Ethics Committee. Ethical considerations such as filling out the informed consent form, voluntary participation, explaining the research objectives and ensuring data confidentiality were observed. Results: The findings indicate that the mean score of organizational development and justice is significantly related to work conscience (P<0.001). There is a significant positive relationship between the mean score of organizational development and the staff’s work conscience (r=0.711, p>0.001). There is also a significant positive relationship between the mean score of organizational justice and the staff’s work conscience (r=0.701, p>0.001). Conclusion: Reinforcing organizational justice, through applying laws and guidelines, leads to the enhancement of justice and the observance of fairness among the staff. Furthermore, improving organizational development will provide a stronger basis for the health staff’s bringing their conscience to work. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this study is to understand the nature of job competence and its impact on increasing organizational productivity. Methods: The method used in the research was a mixed method. Mixed methods have two parts, qualitative and quantitative. The qualitative part has been done using the foundation data theorizing method and the quantitative part has been done using structural equation modeling. Data collection tools were in the qualitative part of semi-structured interviews, the text of which was done in three stages of open, central and selective coding. In the quantitative part, a questionnaire was made by the researcher and its validity and reliability were examined. Results: According to the codes obtained from the interviews and code extraction, 122 open codes, 23 concepts, 10 subcategories and finally 6 main categories were extracted. Among these, competency models were identified as a central phenomenon and the dimensions of effective laws and regulations and new management were identified as a causal phenomenon. Conclusion: According to the findings of the qualitative section, which confirmed the relationship between dimensions and variables and the conceptual model of the research was done using PLS software, it was found that all dimensions obtained with an effective coefficient and a significant coefficient of impact on organizational productivity Are in transition And the calculated values for the GOF of the research model were also calculated, which had acceptable and acceptable values.

The purpose of the research is the impact of strategic human resource management and internal marketing on human resource development policy with the mediating role of job satisfaction and organizational trust in knowledge-based companies. The research method is practical in terms of purpose and descriptive of correlation type according to the method of data collection. The statistical population of the research is all the employees of knowledge-based companies located in Pardis Technology Park of Tehran in 2022. Also, the number of 384 people was determined as a sample using Cochran's formula, and 415 questionnaires were distributed using available sampling method, and 387 questionnaires were collected. The reliability of the questionnaire was evaluated by evaluating Cronbach's alpha coefficient, which was 0.775. The results of research hypotheses indicate that internal marketing and strategic management of human resources have an effect on the job satisfaction of employees and the role of organizational justice and procedural justice on employees' organizational trust has been shown and the role of organizational trust on the job satisfaction of employees was stated, and job satisfaction and organizational trust play a role in the development of human resources. [ABSTRACT FROM AUTHOR]

Introduction Service and educational organizations as the basis and foundation of cultural, social, economic, and political developments of any society are considered as one of the important pillars of growth and development in all countries, while their employees are under constant pressure to satisfy stakeholders. The improvement of organizational productivity is often faced with stress and other difficult conditions that affect employees’ well-being. One of the major issues that is usually seen as a reaction to job and organizational pressures among employees is the phenomenon of burnout. Considering the role of teacher burnout in reducing the productivity and effectiveness of schools, it is necessary to be aware of this phenomenon and identify its areas of occurrence, as well as its consequences in schools, so as to prevent them. The teacher burnout depends on several factors. The quality of management and leadership in schools is one of the most prominent issues. Not all school leaders are necessarily effective and have the right qualities. This is where the dark edge of leadership, that is destructive leadership, comes into play as its hidden, rigid, and negative dimension. Another factor affecting teacher burnout is procrastination. According to Simpson and Pichel (2009), procrastination is an important factor influencing the teacher burnout. Perceived injustice is another factor that causes teacher burnout. Considering the importance of burnout among teachers, especially elementary teachers and lack of indepth research in this area, an attempt was made in this study to identify the factors affecting teacher burnout and investigate how it happens. Materials & Methods The present research was based on a descriptive-correlation method with an applied purpose. The statistical population of this study included all the primary school teachers in District 3 of Shiraz in 2000. A sample of 322 people was determined based on Morgan’s table by using a random sampling method. Standard questionnaires were utilized to collect the required data. The destructive leadership questionnaire of Lou et al. (2012) with 20 items and 4 subscales (leadership corruption, over-strictness of subordinates, abuse of subordinates, and lack of professional ethics), organizational justice questionnaire of Niehoff & Morman (1993) with 20 items and 3 subscales (distributive justice, procedural justice, and interactive justice), procrastination questionnaire of Saffarinia and Amirkhani Razligi (1390) with 25 items and 3 subscales (inefficiency, anxiety, and disgust with homework), and Maslach burnout questionnaire (1981) with 22 items and 3 subscales (emotional fatigue, depersonalization, and lack of personal success) were employed in the 5-, 5-, 5-, and 7-point Likert scales, respectively. Discussion of Results & Conclusions The aim of this research was to investigate the role of destructive leadership in burnout mediated by organizational justice and procrastination. The results showed that the variable of destructive leadership had a direct, positive, and significant relationship with burnout and negligence of teachers and a direct, negative, and significant relationship with organizational justice at the level of 0.05; organizational justice had a direct, negative, and significant relationship with burnout and negligence of teachers at the level of 0.05; procrastination had a direct, positive, and significant relationship with teacher burnout at the level of 0.05; due to organizational justice and procrastination, destructive leadership had an indirect and significant relationship with teacher burnout at the level of 0.05; and organizational justice had an indirect and significant relationship with teacher burnout due to negligence at the level of 0.05. In terms of implications, to reduce teacher burnout, it is suggested that education officials and school principals reduce the levels of negligence and burnout by being aware of the dark and hidden angles and unfortunate consequences of destructive leadership and observing justice among teachers.

Objective: One of the most important, valuable and emphasized issues in education system is the discussion of organizational justice, the observance of which is important and necessary in the ‘education organization’, which is an educational organization wherein the future infrastructure of human resources of the society is formed. For this reason, the purpose of this study is to design and explain the model of organizational justice with the approach of Islamic values. Method: The research method is qualitative in terms of data nature, and applied in terms of purpose. The participants in the research are 27 professors, specialists and experts of Education Organization in Ardabil Province, who were selected by purposive sampling. Data were collected through in-depth semi-structured interviews and data analysis using content analysis technique and MAXQDA software. The data triangulation method was used to evaluate the validity of the research and the Holsti’s method was used to evaluate the reliability. Conclusion: The results indicate the identification of three main themes for organizational justice with the approach of Islamic values, including distributive justice (non-discrimination in law enforcement, appointment and employment according to Islamic standards, trusteeship, equitable distribution of facilities, etc.), procedural justice (adherence to the Qur'an, possessing piety, observing what is lawful and unlawful, institutionalizing enjoining the good and forbidding the evil, forgiving while observing mistakes, having strong spiritual and religious support, etc.) and communicational justice (feeling of religious brotherhood, sincerity in work, preserving human dignity, having good relationships with each other, suppressing anger, humbleness towards employees, etc.). Also, the necessary grounds and contexts for the implementation of organizational justice and its consequences were identified.

Introduction and purpose: Justice is one of the basic aspects of providing healthcare services. Accountability is also one of the components considered by policymakers and managers of healthcare systems and paying attention to this issue in healthcare organizations is of special importance. This study aimed to investigate the relationship between organizational justice and responding to patients referring to the hospital. Methods: In this descriptive-analytical study, the samples were chosen from 387 employees of and 478 patients referring to selected hospitals in North Khorasan Province, Iran. The instrument for measuring organizational justice was the Niehoff and Morman questionnaire and the World Health Organization questionnaire was used to assess the responsiveness of hospitals' employees to patients. Results: The results showed that the rate of distributive justice among the employees was higher in public hospitals in North Khorasan Province than in the social security hospital. A significant difference was observed between the rate of responsiveness to the patients and an increase in the level of organizational justice (P≤0.05), which was increased. Conclusion: It can be concluded that by giving importance to organizational justice, it is possible to promote hope among employees to respond to patients, and consequently, solve one of the greatest challenges of the country's healthcare system, namely patient satisfaction.

Background: Perceived organizational justice is a concept used to describe job-related justice. Considering the role of perceived organizational justice in the healthcare system to increase the satisfaction, motivation, and efficiency in providing quality services, this study was conducted to investigate the situation of perceived organizational justice in the Iranian healthcare system through systematic review. Methods: In the present study, an electronic search was conducted on the Persian websites SID, Iranmedex, Medlib, civilica, Irandoc and English Web of science, Pubmed, Scopus, and Google scholar using the Persian and English keywords of ‘Justice, Equality, Equality, Organizational Justice, Perceived Justice, Health System, University of Medical Sciences, Health Centers, Hospitals. As a result, 520 articles were studied and evaluated step by step and 469 papers were removed after reading the title and abstract. Finally, the full text of 51 articles was reviewed. Finally, 30 articles that measured the average level of perceived organizational justice were selected and other articles were excluded due to lack of necessary criteria and irrelevance. To analyze the heterogeneity between the studies, the meta-analysis method was used using Stata 14 software and Q test and index. Results: To study the status of perceived organizational justice in the health care system in a systematic and meta-analysis, all 30 studies were illegible. With regard to the dimensions of distributive, procedural, and interactive justice, 23 studies of 30 studies had the required conditions to enter the research. The total mean score of perceived organizational justice was obtained as 60.71 and the mean scores of 54.74, 58.52, and 62.41were calculated for dimensions of distributive, procedural, and interactive justice, respectively. Conclusion: The findings showed that the situation of perceived organizational justice in the Iranian health care system was favorable. The dimension of interactive justice, related to managerschr('39') behaviors and relationships with employees, was relatively more favorable than other dimensions of organizational justice. Moreover, the situation of perceived organizational justice and its dimensions in private hospitals was more favorable than other research environments, including public hospitals, staff units, and hospitals selected using the mixed method.

An examination of the previous studies on organizational justice shows that in general, each of those studies has expressed some certain features of this concept in the light of its own approach, focus, and purpose, and could not cover all organizational justice features based on Islamic values. As a result, this study tried to fill this gap by identifying the components and indices of distributive, procedural, and relational justice in Ardabil Education Department in the light of educational, economic, and administrative grounds in order to give in an organizational justice model based on Islamic values. Justice has an important role in increasing dynamism, performance, professional motivation, professional satisfaction, organizational commitment, citizenship behavior, etc., and so it is one of the issues attended by managers and employees. Accordingly, taking into account the sociocultural context of the Education departments, the study at hand was done to identify components, grounds, and consequences of an organizational justice model based on Islamic values. The study was exploratory in terms of data type and applied in terms of purpose. Moreover, because of the necessity of making inferences based on the main source for Islamic investigation (i.e., the noble Qur’ān), the content analysis method based on Islamic studies was chosen as a qualitative research method. The participants of the study were 27 managers and experts of the qur’ānic sciences field and Ardabil Province Education Department Human Resource, who were selected through purposive sampling. The data was collected from the noble Qur’ān, Nahj albalāgha, and Sharḥ ghurar al-ḥikam, and all verses whose interpretation was related to justice arena were studied and coded. Thematic analysis was used to analyze interviews (coding and determining primary and secondary themes). Data collection was carried out through in-depth semi-structured interviews, and the collected data was analyzed via MAXQDA. The findings showed that the organizational justice model based on Islamic values entails 3 dimensions, 11 components, and 90 indices. Moreover, the grounds and context required for the implementation of organizational justice and its consequences based on Islamic values were also determined. [ABSTRACT FROM AUTHOR]

Background: Brand citizenship behavior is one of the new concepts in branding with emphasis on the role of employees. This study aims to provide a model for development of brand citizenship behavior in a way that is compatible with the local environment of medical tourism in Iran. Materials & Methods: The present qualitative research is based on the systematic database method. The required data were collected through semi-structured interviews with 16 experts in medical tourism and academic experts using judgmental, snowball, and accessible sampling methods, following the saturation rule. Data analysis was done using the Strauss and Corbin model and in three stages of open, central and selective coding. Results: Brand citizenship behavior is created as a result of causal conditions, including factors related to employees, organizations, and tourists, and through human resource support strategies and comprehensive marketing and branding planning with the influence of intervening factors, including organizational structure, management performance, characteristics of the treatment industry, Environmental factors, career history and personal quality of life are implemented in the framework of the social capital of the organization, organizational justice, quality of work life, competitive atmosphere of the work environment and social responsibility of the organization and lead to consequences related to tourists, organizations, employees and extra-organizations. Conclusion: The model obtained from this research shows the influence of several factors in the formation of brand citizenship behavior of medical staff, which, if paid attention to by managers, will lead to the satisfaction and attraction of tourists and gain a competitive advantage. [ABSTRACT FROM AUTHOR]

The development of behaviors such as organizational justice, by increasing organizational obligations can be very effective in reducing administrative misconduct. The purpose of this study is to provide an effective model for reducing administrative misconduct among employees of agricultural production cooperatives with the mediating role of organizational commitment. The present study is applied in terms of purpose, descriptive-survey in terms of nature and method. To test the hypotheses, a 40-item questionnaire according to the Likert 7-choice spectrum was used. The statistical population of the study is the personnel of agricultural production cooperatives in Hamedan and Shiraz provinces with a total of 250 people. The statistical sample size of 148 people has been selected based on Krejcie and Morgan table by relative stratified method. The reliability of the analysis tool was confirmed using Cronbach's alpha coefficient and the validity of the tool was confirmed using construct validity through Lisrel software using confirmatory factor analysis. The path analysis model was used to analyze the findings and the Sobel test was used to analyze the mediating variable. The results showed that organizational justice and its components can have a negative and significant impact on administrative misconduct, directly and indirectly through organizational commitment.

The purpose of this study was to provide a conceptual analysis of the process of hope in organizations. The research method of this study was the textual strategy of grounded theory. Data from the previous research on this concept was collected from 76 papers, 2 doctoral dissertations, and 2 books, and was analyzed by coding technique. The identified 186 codes were categorized in the form of 61 concepts and 6 categories. The results showed that organizational hope was considered as a core category in the paradigmatic model of study, and the other obtained concepts were categorized as causal conditions, contextual conditions, intervening conditions, strategies, and consequences in the model. The causal conditions affecting organizational hope were divided into the two general categories of individual and organizational conditions, including mindfulness, interaction with challenges, and occupational characteristics. The organizational intervening conditions that influence strategies involved leadership style, perceived social and organizational support, the transparency of organizational policies, and perceived organizational justice. Some of the contextual factors identified included spiritual environment, the intimate atmosphere of the organization, as well as familial and organizational culture and environment. Strategies and consequences were divided into the two groups of individual and organizational strategies and consequences. [ABSTRACT FROM AUTHOR]

AbstractThe aim of the present study was to investigate the mediating role of organizational justice in the relationship between transformational leadership and succession planning in higher education. The research method was descriptive correlational. The statistical population of this study included all administrators (200 people) of Kharazmi University were selected by convenience sampling method. For data collection were used the three Questionnaire of succession planning (Kim, 2006), Bass & Avolio (2004) transformational leadership, and organizational justice (Niehoff, and Moorman1993). Data analysis was done by using structural equation modeling in AMOS And Spss-22 software. The results of structural equation modeling showed that the conceptual model of research with experimental data fits very well and organizational justice plays the role of a complete mediator in the relationship between transformational leadership and succession planning. Accordingly, the variable relationship between transformational leadership and succession planning through organizational justice was confirmed in the form of path analysis. Thus, the variable of organizational justice showed a facilitating role in the relationship between leadership and transformational leadership and succession planning. Also, the leading variable of transformational leadership had a direct and positive effect on the succession planning of administrators. It can be concluded from the results of the study that organizational justice in the university has a facilitating role in the development of succession planning programs. Thus, by adopting a transformational leadership approach at the university, organizational justice will be established at the university, and eventually the process of succession planning will be upgraded and developed.

Background and Objectives: organizational justice is employees’ perceptions of fairness and equity in their behaviors and relationships so this perception can be effective in responding to patients. Accordingly, this study aimed to decide the correlation between the dimensions of organizational justice and responsibility at affiliated hospitals of Tehran University of Medical Sciences in 2015. Material and Methods: This cross-sectional and descriptive-analytical study performed on 342 patients and staff with direct relation to patients. Niehoff and Moorman’s questionnaire and WHO standard questionnaire used to measure justice and responsibility. Data analyzed using descriptive and analytical statistics (t-test, ANOVA and Pearson) with SPSS software. Results: The mean and standard deviation of justice and responsibility was obtained 62.70±15.23 and 105.16 ± 18.75. Correlation analysis showed that there was a significant relationship between justice dimensions and responsibility so that the weakest and strongest relationship was obtained between "distributive justice and Quality of Basic Amenities" and "interactional justice and dignity". In addition, there was no significant relationship between demographic variables and justice, and only type of insurance and academic degree had a significant relationship with responsibility. Conclusion: The results showed that the level of responsibility could be improved by improving employees' perceptions of justice. This will lead to a better vision of the hospital in the minds of patients, which will increase the ability to attract customers. Therefore, it is recommended to managers to enhance the responsibility by organizational justice, especially equity in resource distribution.

The Relationship between Organizational Justice and Nurses’ Well-being at Work in the Selected Public and Private Hospitals Taheri Ghareghach Hamid Reza1, Mirzaei Abaset2* 1. MSc Student in Health Services Management, School of Management, Islamic Azad University, South Tehran Branch, Tehran, Iran 2. Assistant Professor, Department of Health Care Management, Faculty of Public Health, Tehran Medical Sciences, Islamic Azad University, Tehran, Iran * Corresponding Author: Abaset Mirzaei Address: Damavand Street, Tehran South Branch, Faculty of Health, Islamic Azad University, Tehran, Iran Tel: 00982188830826 Email: amacademic@yahoo.com Abstract : Background & Objectives: Patientschr('39') health and recovery progress are affected by the quality of services provided by nurses and their commitment. Since part of the nurses’ commitment and quality of work is affected by organizational justice and workplace well-being, the present study was done to determine the relationship between organizational justice and workplace well-being in nurses. Methods: In this descriptive-analytical study done in a cross-sectional manner in 2019, 225 nurses from two public hospitals and two private hospitals in Gonbad-e-kavus city were selected through simple random sampling. Data gathering tools were organizational justice and well-being questionnaires. Data were analyzed using Spearman statistical test and through SPSS statistical software version 22. Results: Organizational justice in the studied public and private hospitals was at a moderate level and workplace well-being in the studied private and public hospitals was good. There was a significant and positive relationship between the mean score of organizational justice and workplace well-being in public hospitals (P=0.006). Conclusion: Conducting interpersonal and social interaction training courses for all nursing staff in all health departments is essential to enhance well-being at work. There is also a need to periodically evaluate the status of organizational justice based on standards to address shortcomings or deficiencies. Key­words: Organizational justice, Well-being at work, Nurse, Public hospital, Private hospital ­Citation: Taheri Ghareghach HR, Mirzaei A. The Relationship between Organizational Justice and Nurses’ Well-being at Work in the Selected Public and Private Hospitals. Journal of Health Based Research 2020; 6(1): 1-14. [In Persian]

The policy focuses on what the government is actually doing rather than merely proposing or intending to do, and separates the policy from a decision that is merely a special option among other options. The purpose of this study was to present a model of organizational policies for staff performance based on organizational justice at Payame Noor University. Accordingly, while reviewing the theoretical literature, the relevant variables and their scale, The general framework of the study was formed. This research is applied in terms of purpose and descriptive-correlational in nature. The participants of this study consisted of two parts. In the first part of the Grounded Theory (Interview with Experts), 15 policy and management experts as members The panel members were selected as members of the panel group through a homogeneous qualitative sampling method. In the second part of the research, 15 experts are employed to design the structural-interpretive model to answer the designed questionnaire. A researcher-made questionnaire was used for data collection. The results show that the themes of the research are 6 main variables of the research including: gender justice seeking, supportive view, empowering attitude, confidence building, ethical ethics and social commitment. After the themes were identified, the categories of analysis were defined. The way each theme encompasses categories. Thus, 23 main categories are defined in this study. کلیدواژه‌ها / English Policy, Organizational Policy, Employee Performance, Organizational Justice, تاریخ ارسال

Background: 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? Aims: To design a structural model of organizational justice, identifying antecedents (organizational climate, emotional intelligence, organizational ethical values) and outcomes (organizational entrepreneurship). Method: 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. Results: The results showed that emotional intelligence as an individual variable of organizational justice and entrepreneurship had no effect (P

Objective: This study was carried out to examine the relationship between organizational indifference, organizational justice, and organizational belonging among librarians and employees at the Astan-e Quds Razavi’s Organization for Libraries, Museums, and Document Centers. Organizational indifference occurs when a person, after a long-lasting setback, loses hope of fulfilling his or her goal or goals in a particular situation and decides to distance himself/herself from the origin of the failure. Organizational justice is an important driver for employees, and when people feel wronged, productive behaviors such as fatigue, boredom, absenteeism, etc. occur. All of this paves the way for organizational indifference. Methodology: This research is a descriptive survey and an applied one, and the research design is survey and content analysis. The data-gathering tool was a questionnaire. To determine the total number of samples was determined using the statistical sample is proportional to the population size is considered. To analyze the data, descriptive and analytical statistics have been used. The case study was determined for our statistical population of 470 librarians and employees at the Astan-e Quds Razavi’s Organization for Libraries, Museums, and Document Centers. Statistical analyses for the 192 questionnaires were performed in LISREL. Findings: The results showed a significant negative relationship between organization indifference and organizational belonging and justice, the former being stronger (-.095 compared to -0.15). In other words, an increase in organization justice and belonging reduces organizational indifference. Indifference is a kind of silent crisis, slow decline, and continuous, silent destruction that suppresses creativity and risk-taking, and reduces organizational belonging. Organizational justice and organizational belonging are two influential factors in organizational indifference. Among the dimensions of organizational justice, distributive justice has a significant relationship with the components of organizational indifference such as scheduling satisfaction and pay satisfaction. Also, all dimensions of organizational belonging have a significant effect on organizational indifference. Organizational participation, with a coefficient equal to 81 percent, has the largest impact on the level of organizational indifference. Conclusion: This study conducted a comprehensive investigation using different factors in order to identify the relationship between and internal organization variables and organizational indifference. These findings could be used to improve staff performance. Therefore, the administrative director of Astan-e Quds Razavi’s Organization for Libraries, Museums, and Document Centers recommended that By paying special attention to the changing organizational justice and belonging; provide Terms of to reduce Organizational indifference staff in the organization.

Extended Abstract Abstract In the past few years, duo to positive organizational behaviors, deviant behaviors such as social loafing have been the focus of attention of researchers in organizational studies. social loafing refers to the person's desire to deliberately reduce his mental and physical effort during activity. Considering the importance of the role of these behaviors in the performance of the organization and the provision of services to the client, this research examines the two organizational factors that affect social loafing in the public hospitals of Ahwaz. The population of the study consisted of 822 medical staff, that 265 were selected by stratified sampling method. Tools used to collectthe data organizational justic questionnaire of Nijouff and Morman(1993), leader-member exchange questionnaire of Liden & Maslyn(1998), team-member questionnaire of Seers(1989) and social loafing questionnaire of George(1992) that content validity structures and reliability of their approval reached. The results of the research indicated that the exchange relations had a significant effect on the perception of distributive and interactional justice and social loafing. But merely distributive justice can substantially mediate the impact of the leader-member relationship on social loafing. This indicates that members are involved in exchange relationships if they feel they are less financially and economically profitable than most other members, they involve in social loafing. Introduction Social loafing (SL) is a counterintuitive phenomenon that describes a decrease of efficiency observed in both small groups and large organizations. Research over the past century has increased our understanding of SL and identified antecedent factors that appear to reduce or exacerbate its effect. The term “social loafing” was coined for the discovery that participants working in groups exert less effort than participants working individually. This phenomenon has many negative consequences, including decreasing performance (Mefoh and Nwanosike,2012), satisfaction and trust (Mortazavi et.al,2009), interpersonal interactions, individual and group effectiveness and, as a result, reducing the effectiveness of organizations (Liden et.al,2004). The results of previous studies indicate that one of the factors affecting social loafing is organizational justice (Luo et.al,2013; Nadiri & Tanova,2010; Piezon & Ferree, 2008; Liden et al., 2004). Based on these studies, from the point of view of the individual, social loafing may be a reasonable behavior towards the inequality of the group, or an individual's reaction to a situation in which his efforts are rarely taken into consideration) Wallace,2014. ( In addition, previous studies indicate that the exchange relationships between team members and team leader influence on their perception of organizational justice and can lead to certain behaviors, including social loafing( Murphy et.al,2003; Masterson et.al,2000(. In therapeutic environments such as hospitals, group working is an important element of health care for providing and guaranteeing the health of patients, while reducing individual mistakes, increases the quality of care services. As noted social loafing is one of the pests of group working that the lack of attention to its roots can undermine the effectiveness of the group. Hence, the need for research that examines this phenomenon in therapeutic environments is inevitable This study examines the impact of exchange relationships (exchanges with leaders and colleagues) on social loafing through the mediating role of organizational justice in real work groups. Case study the population of the study consisted of 822 medical staff of public hospitals of ahwaz, among whom 265 were selected by stratified sampling method Materials and Methods This study is an applied research in terms of its objective, is descriptive in nature, and is of survey type in terms of its data collection and method. the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used. Discussion and Results Among the hypotheses of the research, five hypotheses were confirmed, but the hypotheses concerning the impact of interactional justice on exchange relations, including the relationship between the leader-member and the team-member, and its impact on social loafing, were not confirmed at 95% confidence level. The results of the research indicated that the exchange relations had a significant effect on the perception of distributive and interactional justice and social loafing. But merely distributive justice can substantially mediate the impact of the leader-member relationship on social loafing. Conclusion The present study was based on the argument that the quality of the relationship between the leader-member has a positive effect on their perception of distributive and interactional justice. The findings of this study confirm these relationships in the framework of the hypotheses (1) and (2). Previous empirical research, such as Manogran et al. (1994), Podsakoff et al. (1990) and Whitchu et al. (1986), also showed that in the process of exchange of leader-member, since individuals within a group receive positive action behaviors (trust and confidence) from their superior, as a result, they have more positive judgments to leader, and perceive more justice at the organization level. The findings also indicate that exchange relationships have a negative impact on social loafing. In other words, individuals respond to low-quality exchanges with their leaders. Individuals may not be motivated to exert full effort when they have a low-quality relationship with their leader because the task performance of individuals and groups contributes to the leader’s performance. Similarly, individuals who are in a high quality exchange with their leader may attempt to reciprocate to their leader by not engaging in social loafing. in addition, when individuals form high-quality relationships with their team members, they may be less likely to withhold effort, and will contribute fully to the group. However, this study did not confirm the role of interactional justice in reducing social loafing (hypotheses 7 and 9). The lack of a significant relationship between interactional justice and social loafing may be due to the fact that employee in the studied organizations have the most sensitivity to how organizational rewards are delivered and the interactions with managers and supervisors are in the next step.

Neutrality in the current business environment is desperately needed because today's economy is a knowledge-based economy. This research is a survey-applied study and evaluates the impact of organizational justice on knowledge sharing among teachers and staff in a teaching environment. This study focuses on five forms of organizational justice (distributive, procedural, interactive, temporal and spatial) and two forms of knowledge sharing (transfer and collection). Data were analyzed using SPSS software and as this study tests a set of correlations, the data from the questionnaire were modeled using Structural Equation Modeling (SEM) and Amos software. The results show that there is a positive and direct relationship between organizational justice and knowledge sharing. The results of this study indicate that there is no significant relationship between distributive justice in Malek Ashtar University of Technology, but between the other four dimensions of organizational justice (procedural justice, interactive justice, temporal justice and spatial justice) and knowledge sharing a positive relationship. And there is meaning.

The main mission of any organization is to achieve the goals set in the framework of the organization's strategy, hence the accountability is shifting from the traditional forms of accountability to other forms, especially the more efficient and responsive management systems. The purpose of this study was to determine the relationship between organizational justice and organizational commitment with the accountability of managers and staff of Islamic Azad University of Mazandaran province. The method of this study was descriptive - correlative. The statistical population consisted of 625 staff of all Islamic Azad universities in west of Mazandaran province. The sample consisted of 209 people who were randomly selected and participated in the study. The measuring tools were Allen & Meyer's Organizational Commitment Questionnaire (1990), Niehoff & Moorman's Organizational Justice Questionnaire (1993) and Jensen's General Accountability Questionnaire (2000). The findings of this study showed that there is a relationship between organizational justice and organizational commitment and accountability of managers and staff of Islamic Azad University in west of Mazandaran province. In order to increase organizational accountability, it is advisable to provide appropriate training courses for managers to being familiarized with the principles and bases of justice, as well as to encourage them to effectively use organizational justice in the organization.

Introduction: Severe nurse shortages and their turnover have made researchers focused on identifying the factors affecting the retention of nurses and relationships between these factors. The aim of this study was to investigate the relationship between organizational justice and Nurses’ job embeddedness in Teaching Hospitals. Methods: In this descriptive-analytical study, data was collected from 215 nurses working in two educational hospitals in city of Birjand who were selected by stratified random sampling. Crossley et al Global Job Embeddedness Scale and Niehoff and Moorman’s Organizational Justice Scales were used to measure the studied variables. Data was analyzed by SPSS 16 using independent t-test, one way ANOVA, Tukey’s post-hoc test, Pearson’s correlation coefficient and multiple regression analysis at a significance level less than 0.05. Results: Based on the results, the level of job embeddedness of nurses was higher than the average (3.05±1.07), and men had more embeddedness than women. In this study, from dimensions of organizational justice, the dimensions of interactional justice showed the highest correlation with job embeddedness. Multiple regression analysis showed that interactional justice and distributive justice predicted 34.6% of changes in job embeddedness (F=37.20, P

Objective:To investigate the effect of supervisory destructive behaviors on knowledge sharing concerning the mediating role of emotional exhaustion and the moderating role of organizational justice among the employees of the power company in Mashhad. Methods: The following research is a descriptive-survey methodologically and applied research in terms of purpose. The statistical population of this research was the 150 employees of the Mashhad city power company who were selected by simple random sampling method. To collect the data, a questionnaire was used and SPSS and Smart-PLS were used to analyze the information for testing hypotheses. Results: Supervisory destructive behaviors have a positive effect on emotional exhaustion (t=10.357) and negative effect on knowledge sharing (t=4.164) and emotional exhaustion on knowledge sharing (t=3.202). It has also been found that emotional exhaustion mediates the effect of supervisory destructive behaviors on knowledge sharing (z=3.059) and organizational justice moderates the effect of supervisory destructive behaviors on knowledge sharing (T=2.231). Conclusion: The results of this research emphasize that although many companies always have policies and procedures to inspire employees to share knowledge, for example, through developing a knowledge-sharing culture or knowledge management tools, all of these procedures and policies will fail as long as supervisory behavior is destructive and inaccurate. Therefore, organizations should be aware of the importance and consequences of destructive supervisory behaviors that can prevent employees from establishing quality relationships with supervisors and sharing knowledge.

Background & Aims: Nurses are the primary agents in patient care, who are in direct contact with patients. In addition to persistence in the nursing profession and job satisfaction, professional commitment could enhance patient safety and quality of patient care. The present study aimed to assess the correlations between organizational justice and professional commitment with the demographic variables of nurses in the teaching hospitals affiliated to Zahedan University of Medical Sciences, Iran in 2018. Materials & Methods: This descriptive-correlation study was conducted on 298 nurses, who were selected via stratified sampling from the hospitals in Zahedan, Iran. Data were collected using Lin's nurses' professional commitment scale and Moorman and Niehoff’s organizational justice questionnaires. Data analysis was performed in SPSS version 21 using one-way analysis of variance (ANOVA), independent t-test, and Pearson correlation-coefficient at the significance level of 0.05. Results: The mean scores of professional commitment and organizational justice were 3.68 ± 0.55 and 3.97 ± 1.52, respectively. In addition, the results of Pearson's correlation-coefficient showed a positive, significant correlation between the variables of organizational justice and nurses professional (P0.05). Conclusion: Healthcare system managers could develop and implement interventions to increase the perceived organizational justice of nurses, especially in the terms of distributive justice, in order to improve the professional commitment of these healthcare professionals and improve the quality of nursing care.

Background: Personal and organizational characteristics play an important role in nurses' performance quality. The purpose of this study was to determine the structural equation modeling in the relationship of self-acceptance, role overload, and organizational justice with burnout among woman nurses. Methods: This correlational study was conducted over all nurses working in Ahvaz hospitals. The sample consisted of 300 people selected by multi-stage sampling method. Expression measurements included the Burnout Questionnaire, Unconditional Self-Acceptance Questionnaire, Overload Role Scale, and Organizational Justice Scale. Data analysis was performed using structural equation model with Amos 21. Results: Descriptive information of burnout (62.77 ± 9.83), self-esteem (74.20 ± 8.46), overload role (10.52 ± 2.34), distributive justice (13.50 ± 2.00), procedural justice (19.37 ± 3.30), and interactive justice (25.87 ± 4.04) variables were invetiated. Analysis showed that self-esteem had a negative and significant relationship with emotional exhaustion, personality deprivation, lack of individual success, and overall burnout score (p > 0.01). Distributive, procedural, and interactive justice had a negative and significant relationship with personality depersonalization, lack of personal success, and job burnout total score (p < 0.01). Furthermore, the role overload had a positive and significant relationship with excitement exhaustion, depersonalization and lack of individual success, and overall burnout total score (p

Background and Objective: Financial corruption has a negative impact on the efficiency and effectiveness of employees, in the administrative system of government organizations. Therefore, the present study aimed to determine the relationship between organizational justice and organizational trust with financial corruption between the employees in Valiasr Hospital of Tuyserkan city. Materials and Methods: This cross-sectional study was carried out on 140 employees of Valiasr Hospital in Tuyserkan city during the first six months of 2017. In this study, to assess the relationship between variables, three independent questionnaires were used. Descriptive statistics including frequencies, percentages, means and standard deviations, along with tables and charts and inferential statistics including Pearson correlation coefficient were used to examine the relationship between variables. Results: Regarding the viewpoint of hospital personnel about the variables of study, the score of financial corruption was 2.89 out of 4. The mean score of organizational trust and organizational justice were 2.375 and 1.2 respectively. There was a direct and significant correlation between organizational justice and reduce of financial corruption (r = 0.224, P = 0.014), and there was a direct and significant correlation between organizational justice and organizational trust (r = 0.376, P = 0

Purpose: The purpose of this study was to analyze the relationship between servant leadership with organizational silence, with an emphasis on the mediating role of organizational trust, organizational justice and social capital. Methodology: The research was an applied one in term of purpose and descriptive-correlational survey in terms of nature and method. The statistical population included all employees of public libraries in Yazd province (207 people), and 126 questionnaires were distributed using Cochran's formula and two-stage cluster sampling method from a limited population. The research data were collected using Organizational Justice scale, Social Capital Inventory, Organizational Trust measure, Organizational Silence Scale, and the Self-Assessment of Servant Leadership (SASL) profile. The reliability of all variables was above 0.7. Data analysis was conducted using PLS-based SEM by Smart-PLS2. Findings : The results of this study showed that the relationship between servant leadership with the mediator variables (organizational trust, organizational justice, and social capital) was positive and significant, while the highest relationship (0.669) was with organizational justice. Also, organizational justice and social capital had a significant effect on organizational silence, while the effect of trust on organizational silence was not significant. On the other hand, organizational justice and social capital mediated the effect of servant leadership on organizational silence with an impact intensity of 45% and 35%, respectively. Conclusion : Increasing library managers' attention to justice through the servant leadership style would create an environment with more trust and interactions, resulting in a reduction of organizational silence in the public libraries of Yazd province.

Introduction: Considering the importance of professional ethics in managerial decision-making and promotion of organizational commitment and justice in providing high-quality services, the purpose of this study was to explore the relationship between professional ethics and organizational commitment mediated by organizational justice in Ministry of Health and Medical Education, Deputy of Education. Methods: The research population of this descriptive, correlational study included all the staff of Ministry of Health and Medical Education, Deputy of Education in Tehran. A sample of 260 individuals was selected by means of systematic random sampling and Morgan’s table. Research instruments were Cadozier’s professional ethics questionnaire, Meyer and Allen’s organizational commitment scale, and Niehoff and Moorman’s organizational justice scale. Reliability and validity of the instruments were verified using Cronbach’s alpha. The data were analyzed by means of Pearson correlation coefficient and structural equation modeling Results: There were positive and significant relationships between professional ethics and organizational commitment (r=0.69, p≤0.01), professional ethics and organizational justice (r=0.81, p≤0.01), and organizational justice and organizational commitment (r=0.74, p≤0.01). Conclusion: The structural equation model for the relationships between professional ethics and organizational commitment mediated by organizational justice showed a good fit for the population in question. Accordingly, it is applicable to this selected population.

Background and Aim: Improving the perception of organizational justice in nurses can be a motivating factor for their quality of work life. Considering that organizational justice can be affected by various factors, so in the present study, the relationship between the perception of organizational justice with citizenship behavior and adaptive practice in nurses has been determined. Materials and Methods: A descriptive cross-sectional study was performed on 400 nurses in quota sampling in Shahrekord University of Medical Sciences in 2019. Data were collected using the Demographic Information Questionnaire, Niehoff and Morman Perception of Organizational Justice, Lee and Allen Citizenship Behavior and the Adaptive Performance of Charbnier-Virin and Russell. Data were analyzed by SPSS software 16 and descriptive and inferential statistical tests. Ethical Considerations: Gaining informed consent and freedom to participate in the study were considered. Findings: Pearson correlation coefficient showed a positive and significant relationship between citizenship behavior and adaptive performance with the perception of organizational justice (P<0.05). Regression test showed that citizenship behavior (ADJ.R2=0.269) and adaptive performance (ADJ.R2=0.145) significantly predict the perception of organizational justice. Mean citizenship behavior (66.85±18.26) was moderate, adaptive performance (68.76±16.98) was moderate and perception of organizational justice (61.5±8.9) was high. Conclusion: Developing creativity in the workplace and planning to control nurses' stress has an important role in improving the perception of organizational justice in nurses. Also, creating a healthy work environment by improving healthy working relationships and nurses' participation in functional decisions by increasing the adaptive performance of nurses can play a decisive role in the perception of organizational justice in health systems. [ABSTRACT FROM AUTHOR]

Background and Aim: Successful implementation of the accreditation program, as a regular evaluation of hospital centers with the aim of improving the quality of services and patient safety, largely depends on the familiarity of medical center managers with the knowledge of hospital management and the existence of scientific and committed manpower. The aim of this study was to investigate the relationship between nurses' perception of organizational justice and organizational commitment with their performance on decuple tests of accreditation of Shahid Rahimi Hospital in Khorramabad in 2020. Materials and Methods: The research method was descriptive-correlation. The statistical population was the nurses of Shahid Rahimi Hospital in Khorramabad, from which 112 people were selected by random sampling. Data collection tools were Niehoff & Moorman's Organizational Justice Questionnaire, Meyer & Allen's Organizational Commitment Questionnaire and decuple tests of accreditation conducted by Shahid Rahimi Hospital in Khorramabad in 2020. Data were analyzed by SPSS 24 software using descriptive indicators (frequency, frequency percentage, means, standard deviation, minimum and maximum score) and statistical tests Pearson correlation coefficient and multiple Regression analysis. EthicalConsiderations:Verbal informed consent was obtained from participants and to they was assured about information confidentiality. Findings: There was a significant positive relationship between nurses' perception of organizational justice (p<0.01, rs=0.44) and organizational commitment (p<0.01, rs=0.33) with their performance on decuple tests of accreditation. 19% of the total variance of nurses' performance on decuple tests of accreditation was explained by their perception of organizational justice and organizational commitment. Conclusion: Nurses' perception of organizational justice as a powerful factor in organizational effectiveness can also affect their commitment to the organization and thus the effectiveness and quality of service delivery in the organization. Therefore, it is necessary for the managers of medical centers not only to increase their commitment to the organization but also provide sufficient motivation for their participation in the implementation of the accreditation program, through fair interaction and fair job behaviors in relation to nurses. [ABSTRACT FROM AUTHOR]

Background and Objectives: organizational justice is employees' perceptions of fairness and equity in their behaviors and relationships so this perception can be effective in responding to patients. Accordingly, this study aimed to decide the correlation between the dimensions of organizational justice and responsibility at affiliated hospitals of Tehran University of Medical Sciences in 2015. Material and Methods: This cross-sectional and descriptive-analytical study performed on 342 patients and staff with direct relation to patients. Niehoff and Moorman's questionnaire and WHO standard questionnaire used to measure justice and responsibility. Data analyzed using descriptive and analytical statistics (t-test, ANOVA and Pearson) with SPSS software. Results: The mean and standard deviation of justice and responsibility was obtained 62.70±15.23 and 105.16 ± 18.75. Correlation analysis showed that there was a significant relationship between justice dimensions and responsibility so that the weakest and strongest relationship was obtained between "distributive justice and Quality of Basic Amenities" and "interactional justice and dignity". In addition, there was no significant relationship between demographic variables and justice, and only type of insurance and academic degree had a significant relationship with responsibility. Conclusion: The results showed that the level of responsibility could be improved by improving employees' perceptions of justice. This will lead to a better vision of the hospital in the minds of patients, which will increase the ability to attract customers. Therefore, it is recommended to managers to enhance the responsibility by organizational justice, especially equity in resource distribution. [ABSTRACT FROM AUTHOR]

Introduction This study aims to describe, predict and explain job procrastination through the variable of organizational justice. Numerous factors affect job procrastination, some of which are personal. They are mostly interesting for psychologists. Several studies, including Walker (2004), Steed et al. (2010) and Corkin and colleagues (2011) have examined the role of individual characteristics and personality traits on procrastination. However, there are organizational and environmental factors such as job satisfaction, organizational commitment, job motivation, job characteristics, and payroll system which affect job procrastination as well as individual factors. Scholars of organization, management and organizational sociology often focus on these factors. Perceived organizational justice is one of the organizational factors that can be investigated within the perspective of organizational sociology, and organizational behavior. Using an organizational perspective, the present study tries to investigate the role of perceived organizational justice on job procrastination. Materials & Methods The research method is descriptive in this study (non-experimental), and research design is multi-variable correlation, in which using regression models to examine correlational relationships between variables is done. The statistical population includes all employees of Payam Noor University of Hamedan, of whom 80 employees were randomly selected. Data collection tools consist of two questionnaires. In order to measure job procrastination, researcher-made questionnaire (29 items) and to assess the perceived organizational justice Niehoff and Moorman questionnaire (20 items) were used, respectively. Discussion of Results & Conclusions The results of the study show that there is a negative relationship between variables of organizational justice and job procrastination. Also, the relationship between procedural justice and interactional justice with job procrastination is significant. Regression analysis (stepwise method) indicates that interactional justice is a valid predictor of job procrastination and more than 15% of the variance in job procrastination (R Square = 0.126) is explained by it. When it comes to the relationship between field of study and job procrastination and perceived organizational justice, the results indicate that there is no significant difference among employees in job procrastination and perceived organizational justice. Also, there are no significant relationships between the staffs’ age and work experience with variables of organizational justice and job procrastination. However, a significant difference was perceived between gender and the variables of organizational justice and job procrastination. Overall, we believe little research is done in this area. Some studies - indirectly - have tried to link job procrastination and organizational justice. Most studies, however, have concentrated on the relationship between organizational justice and occupational burnout, or organizational citizenship and job satisfaction. Studies such as Abekah-Nkrumah & Ayimbillah Atinga (2013), Amirkhani & Poorezzat (2009), Blakely etal (2005), Greenberg (2004), Guangling (2011), Kumcagiz etal (2014), Karriker & Williams (2009), Poursoltani &Mirzaei (2011) & Nazemi et al (2013), have concluded that perceived organizational justice is associated with citizenship behavior, job stress, organizational identity, job satisfaction, burnout, organizational citizenship, cognitive arousal and empowering employees. Each of these variables can be directly or indirectly linked to job procrastination. We believe that when it comes to job procrastination in an organization, it is essential that instead of linking procrastination to personal factors, researchers pay a closer attention to organizational variables such as perceived justice.

Background: Personnel training and development of readiness are important to attain individuals to personal and orgnazational purposes‌ (job career) and Mentor/ coach quality performance is crucial in this regard. The sensitivity of this issue can be in the spotlight in hospitals. The present study aims to examine relationship between emotional intelligence, job satisfaction, perceived organizational commitment and justice with mentoring performance in hospitals personnel. Materials and Methods: The present research was a cross-sectional one which study population included all of physicians, nurses, radiology and administrative staff and service workers of Poursina public Hospital in Rasht. Four hundred and three individuals were selected by quota sampling and responded to demographic information, emotional intelligence, organizational justice, job satisfaction, organizational commitment and mentoring function questionnaire. data was analyzed using SPSS software version 20. Results: hierarchical regression analyses with enter method revealed that each three component of Organizational Justice, namely distributive justice, ‌interactional justice, procedural justice‌ could explain significantly 60% shared variance results of Mentoring function of one component of job satisfaction specifically Supervisor Satisfaction‌, and one component of emotional intelligence specifically self-management (F=26.18, P

Introduction: Today, acceptance and adaptation to environmental change is essential for all organizations and the style of organization's leadership with other factors has been taken into account in organizational change. Thus, this study aimed to study the relationship between transformational leadership style and commitment to change through the mediation of organizational justice in 2015 among employees of Ardabil University of Medical Sciences. Methods: The research methodology was of descriptive, correlational study (structural equation modeling; SEM) and the population was all the employees of the university. By using the Morgan table, 183 samples were selected by simple random sampling. In order to collect data, transformational leadership questionnaire and commitment to change questionnaire and organizational justice were used. For data analysis, software spss (Pearson correlation and descriptive statistics) and Amos were applied. Results: The results showed that transformational leadership style had positive and direct and indirect effect on employees` commitment to change through organizational justice. Also, organizational justice directly affected employees` commitment to change. Conclusion: Nowadays, the change is part of organizational life and the attitude and commitment of staff to these changes and the most important factor is the organizational adaptation to changes. It can be said that the transformational leadership style in organizations and organizational justice can be considered as factors to increase employee' commitment to change.

The purpose of this study is investigation of mediator role organizational commitment in relationship between organizational justice and commitment to change in Salas babajani teachers. Method of study is correlational. the study population included all primary school teachers (310 persons) of Salas babajany. From among this population, 180 teacher were selected as sample based morgan table and using cluster sampling method. The used tools were Allen and Mayer organizational commitment Questionnaire, Barati et al commitment to change Questionnaire, Nihof and Morman organizational justice Questionnaire. Data analysis was performed Descriptive statistics (mean and standard deviation) and inferential statistics (Pearson correlation coefficient and kolmogrove smirnov) in SPSS software and LISREL software. The analysis results showed that organizational justice directly affect on organizational commitment and commitment to change and indirect affect on commitment to change. Also positive and direct effect of organizational commitment on commitment to change was significant. The purpose of this study is investigation of mediator role organizational commitment in relationship between organizational justice and commitment to change in Salas babajani teachers.

Background and aims: Although in the past, only theorization, conducting studies on the issue and application of positivism in the field of psychology were considered, these days, carrying out research on positivism in the field of organizational behavior has also been taken into consideration. In this regard, the objective of the present study was to examine the relationship positive organizational behavior with organizational citizenship behavior and quality of work life among faculty members of Zahedan University of Medical Sciences. Materials: This descriptive study followed a correlation design. Using stratified convenience sampling method, 205 faculty members of Zahedan University of Medical Sciences in October 2015 were selected and studied through applying three questionnaires of Luthans et al.’s Psychological Capital Scale (2007), William and Anderson’s organizational citizenship behavior Scale (1991) and Walton’s quality of work life questionnaires (1973). To analyze the data, Pearson correlation coefficient and simultaneous multiple regression analysis were used via SPSS21. Results: Mean score of positive organizational behavior (3/99±0/593), organizational citizenship behavior (3/76±0/876) and quality of work life (3/83±0/367) were all higher than the theoretical mean (3). Correlation coefficients of positive organizational behavior, self-efficacy, Resiliency, hope, optimism with organizational citizenship behavior were respectively 0/65, 0/607, 0/531, 0/616, and 0/636 (p

Background and aims: Organizational justice has shown the perception of fairness and equality in the workplace by staff and responsibility is the ability of Health systems in response to peoplechr('39')s non-medical expectations. One of the important components in a health care system is hospitals and the increased responsibility of hospitals is one of the factors affecting the perception of justice. Therefore, this study examines the relationship between organizational justice and responsibility in hospitals affiliated to Tehran University of Medical Sciences. Methods: This is a cross-sectional descriptive and analytic study and the samples include 342 patients and employees of selected hospitals of Tehran University of Medical Sciences. Organizational justice questionnaires and responsibility were used for data collection. Data were analyzed descriptively and Pearson Correlation Coefficient using SPSS. Results: The mean score of organizational justice of studied hospitals was 62.06 ± 15.17, and the mean score of responsibility was 104.12±19.20 that both of them were classified at the intermediate level. The result of Pearson Correlation Coefficient showed a direct significant relationship in all dimensions of organizational justice in compare with the dimension of responsibility (p

This study aime to examine the mediating role of organizational justice in the relation of manager leadership behavior to organizational pessimistic in education and training staff. This research was a descriptive study of correlational type focusing on structural equation modeling In this stydy, the statistical population consisted of all male and female education and training staff of B.on city in Charmahal Bakhtiyari province that a sample of 300 teachers (140 women and 160 men) was selected by random sampling method. Participants completed the Leadership Behavior Descriptive Questionnaire, the Standard Pessimistic Organizational Inventory (SPOI), and the Organizational Justice Questionnaire . The data were analyzed using Pearson correlation and structural equation modeling . The results showed that there was a significant negative correlations between manager leadership behavior and its components including supportive leadership and authoritative leadership with organizational pessimism . The manager leadership behavior and its components were positively associated with organizational justice. Organizational justice and its components including distributive justice, procedural justice and interactional justice had significant negative relationships with organizational pessimism . All three components of organizational justice mediated the relationship between manager leadership behavior and its component including supportive leadership with organizational pessimism. Organizational justice components, except for interactional justice, mediated the relation of authoritative leadership to organizational pessimism . On the whole, it can be concluded that the manager leadership behavior including supportive leadership and authoritative leadership can lead to reduction in organizational pessimism through organizational justice in in education and training staff.

Purpose: This study aimed to analyze the effects of organizational justice on organizational health with an emphasis on the mediating role of social capital. Methodology: This was an applied research conducted through correlational method. The statistical population included all 207 employees of libraries in Yazd province whom 126 of them were selected based on the Cochran formula and using cluster sampling method.The data were collected through a 20-item questionnaire on organizational justice (Niehoff and Moorman, 1993), the 24-item social capital questionnaire (Nahapiet and Gvrshal, 1998) and the 44-item questionnaire of organizational health (Hoy et al,1996). The collected data were analyzed using structural equation modeling by Smart-PLS2 software. Findings: The results of this study showed that organizational justice and its components had a significant impact on organizational health, and the components of interactional justice had the highest impact on organizational health with the effect of 0.538. Also, organizational justice had a significant impact on social capital and, on the other hand, the role of social capital on organizational health was also confirmed. Among the components of social capital, the cognitive dimension with the coefficient of 0.556 had the greatest impact and explained the most changes in organizational health construct. In addition, the mediating role of social capital was positive and significant. Conclusion: Increasing justice in the public libraries of Yazd province is a way to help the organization to enjoy the benefits of justice and also to create an environment in which greater trust and interactions and social capital increase. So the greater the trust and interaction among individuals, the health of the organization also increases.