Journal of Ergonomics

One of the important concerns of managers in dynamic and competitive organizations is to improve the performance and productivity of the organization and to understand the factors that affect them (1,2). Organizational performance is the result of how employees perform their tasks and activities to achieve organizational goals (4-6). Hersey & Goldsmith attributed the factors influencing organizational performance to seven main dimensions: ability, cognition, support, motivation, feedback, credibility, and related environment (5,7).
Studies show that organizational justice is associated with vital processes in the organization, including job satisfaction and organizational performance (2,5,25). Therefore, managers must pay special attention to organizational justice in order to achieve real performance and productivity and improve it in the organization (26,27). Since no study has been done in this regard in Kermanshah Health Department and most of the studies have been done outside the health sector, it was necessary for researchers to do this research. This study was conducted with the hypothesis and purpose of determining the relationship between organizational justice and its dimensions with organizational performance in the field of health deputy of Kermanshah province.

 

This study is a descriptive-analytical and correlational study, which was conducted in the field of health deputy of Kermanshah province in the summer of 2019. The statistical population of this study is 429 staff experts working in the field of health deputy of Kermanshah province. Using random sampling, 166 employees were selected for the study. To determine the samples, the quota was divided and the random numbers table was used to select the individuals.
Data collection tools in this study were standard questionnaires of organizational justice Niehoff, Moorman (1993) and organizational performance of Hersey & Goldsmith (1980). The validity of the questionnaires was confirmed by professors and experts. The reliability of the questionnaires was determined by studying Pilot and using Cronbach's alpha coefficient. This coefficient for the Justice Questionnaire and Organizational Performance, were 94% and 86% respectively.
The independent variable in this study was organizational justice, the effect of which on organizational performance was examined as a dependent variable. Field variables were age, sex, marital status, level of education and job history. Descriptive statistics (frequency tables, mean and standard deviations) were used to describe the variables, and Pearson correlation coefficients and multiple regression coefficients were used using SPSS 16 (SPSS Inc., Chicago, IL., USA) to investigate the research hypotheses.

 

The frequency distribution of demographic variables and barrier results are shown in Tables 1 to 5.

Table 1. Frequency distribution of demographic variables in the subjects

Table. 2. The average score of the independent variable (organizational justice) in the subjects

Table. 3. The average score of the dependent variable (organizational performance) in the subjects

Table 4. The relationship between organizational justice and each of its dimensions with organizational performance

Correlation is significant at the 0.01 level (2-tailed).

Table 5. Regression coefficient of the direct effect of organizational justice on organizational performance in the conceptual model of research

Based on the results of this study, the level of justice in the study population was assessed as average, which was similar to the results of other studies (18,12,11). In this study, interactive and procedural justice had a higher percentage of distributional justice, respectively, and these results were similar to other studies (8,11,12,22,26). The findings showed good performance in the study community, which was similar to the Yumuk Gunay study (21). According to the findings of this study, the dimensions of ability and knowledge of the job and environmental credibility and consistency, had the highest and the lowest score, respectively. In the study of Abbasi et al., the highest average score was related to the dimension of organizational support, which was not consistent with this study, but in this study, the dimensions of environmental validity and adaptability had the lowest mean score, which was consistent with the present study (28).
In this study, organizational justice and its dimensions had a positive and significant relationship with organizational performance, which was similar to the results of other studies (5,10,16,20). In this research, the correlation coefficient of procedural and interactive justice with organizational performance was higher than distributive justice and in this respect it was similar to the study of Ghasemi et al. (8). The regression results of this study confirmed the existence of a direct and significant relationship between justice and organizational performance, which was consistent with the results of the study of Samreen et al. (10).

 

According to the results of this study, increasing organizational justice leads to the promotion of organizational performance, and procedural justice plays a more effective role than other dimensions in predicting organizational performance. Therefore, it is necessary to improve the performance of the organization, to raise the awareness of employees about decision-making methods on how to distribute resources and rewards in the organization and to motivate them.

 

The authors appreciate the help of all those who helped them writing this article.

 

The authors declared no conflict of interest regarding the publication of this article.