Field:
Executive Management
Fall 91
Abstract:
The purpose of this research is to investigate the relationship between organizational justice and job performance of employees of Ardabil gas company. Organizational justice examines the role of fairness and especially the perception of fairness in the workplace. Various researches show that increasing the sense of justice affects different aspects of organizational behavior. Based on this, the current research tries to investigate the relationship between organizational justice and the job performance of employees and tries to test the effect of various dimensions of organizational justice, i.e. distributive, procedural, transactional (interactive) and informational justice, on the dimensions of job performance, i.e. duty performance, citizenship behavior and anti-productive behavior. The statistical population of this research is the official employees of Esnan Gas Company of Ardabil, whose number is 161 people and the size of the statistical sample is 113 people. The tool for measuring research variables is a questionnaire consisting of 46 questions, the first 20 of which are related to organizational justice and the next 26 questions are related to job performance. After checking the validity of the questionnaire, Cronbach's alpha method was used to calculate the reliability, which was obtained for organizational justice questions = 0.96 and for job performance questions = 0.70. Data analysis has been done using Pearson correlation test, regression, path analysis and factor analysis. Research findings based on Pearson's correlation test showed that there is a direct and significant relationship between organizational justice and job performance with an impact range of 0.526 and a confidence level of 99%. Also, in the regression test, it was determined that organizational justice with a coefficient of 0.88 is effective on job performance, while the variable of informational justice with a beta coefficient of 0.64 has the most effect on improving job performance.
At the end, in order to achieve better job performance according to the results of the tests, suggestions were made for managers.
Chapter One
Research Design
Introduction
Greenberg [1] in 1990, in a research that evaluated the state of research in the past, present and future in organizational justice, proposed that research related to organizational justice may potentially explain many variables related to organizational behavior. Organizational justice is a term that is used to describe the role of justice that is directly related to job situations (Naami and Shekarshakan , 1385, 80). Research has shown that justice processes play an important role in organizations and how people are dealt with in organizations may affect the beliefs, feelings, attitudes and behavior of employees (Nasri and Hosseinzadeh, 2016).
The present research analyzes the relationship between the perception of organizational justice and job performance (task performance, citizenship behavior and anti-productive behavior). And the necessity of doing this research is explained. Then, with a systematic order, research objectives (general and special), variables, research questions and hypotheses are examined. Next, the conceptual definition and the operational definition are examined.
Statement of the problem
Usually it is difficult to accurately measure trust in managers, so that employees look for observable behaviors that can be used as indirect evidence to measure Can be used reliably. These behaviors may be focused on authority justice, where employees consider distributive, procedural, transactional, and informational justice experienced at work.
Distributive justice[2] reflects the perceived fairness of decision-making outcomes. Distributive justice questions employees about whether the consequences of decisions such as pay, rewards, evaluations, promotions, and delegating tasks are distributed according to appropriate norms. Procedural justice[3] is perceived fairness about the decision-making process. Procedural justice is promoted when the competent authorities favor the rules and principles of the fair process. Transactional justice[4] reflects the perceived fairness of the behavior and practices that employees face from competent authorities and superiors. Informational justice[5] is the perceived fairness of the communication that the competent authorities and the guardians provide to the employees. (Faizi et al., 2013)
Our definition of job performance raises an important question.What exactly does good performance mean from an employee perspective? Anyway, these behaviors are generally classified into three categories. The first two categories are task performance and citizenship behavior, both of which positively affect the organization. The third category is anti-productive behavior that negatively affects the organization.
Duty performance[6] is a set of specific obligations that an employee must perform in order to receive wages or continue his employment. (Faizi et al., 2010)
Sometimes employees perform additional services with a real commitment that is not part of their job performance and job description. This situation leads us to the second classification of job performance, which is called citizenship behavior. Citizenship behavior is defined as the voluntary actions of employees that lead to the improvement of the quality of the organization's set of tasks. These types of behaviors may or may not be appreciated and rewarded.
While duty performance and citizenship behavior are related to employee activities that help the organization achieve its goals, there are other activities that are contrary to the organization's goals. The third class of job performance is counterproductive behavior [8]. Anti-productivity behavior is defined as employee behavior that intentionally prevents the organization from achieving its goals. Intentionality is a key aspect of this definition. Anti-productive behavior is actions that employees take consciously and not actions that they do by accident (Colquitt, Lepine and Wesson, 2009) The question that came to the researcher's mind is what relationship can the perception of organizational justice among the organization's employees have with employees' performance (task performance, organizational citizenship behavior and anti-productive behaviors). In other words, is the appropriate distribution of facilities and facilities, Can fair organizational interactions, fair rules and regulations and justice in access to the required information have a meaningful relationship with performance dimensions (task performance, organizational citizen behavior and anti-productivity behavior)? The importance and necessity of research The situation of many institutions and organizations shows that the process of using production factors and providing services is not very favorable and the lack of use of the potential and capacities of this valuable and strategic resource has created many limitations for them. Today, a part of management measures is being implemented with the aim of using human resources as effectively and efficiently as possible. The way employees work undoubtedly plays a significant role in achieving organizational goals and individual goals, and employees' perception of justice is not without influence on job performance.
Fair behavior by the organization with employees generally leads to their higher commitment to the organization. On the other hand, people who feel injustice are more likely to leave the organization or show low levels of organizational commitment and may even start to behave abnormally such as revenge (Ebrahimi, 2010). Therefore, the need to pay attention to justice in organizations It becomes more colorful due to the increasing impact it has on the attitude and behavior of employees.
Most of people's lives are spent in social institutions such as school and business. In order to perform effective tasks in social institutions. Belonging and cooperation in interpersonal relationships must be established and each member of the institution must pay a certain cost in terms of time and effort and bear heavy pressure. in return Social institutions offer various benefits to people, which researchers generally classify into two categories: economic and emotional/social. Economic benefits or instrumental benefits. They are benefits that are related to the material well-being and comfort and standard of living of people. Such benefits can be easily converted into money and can be determined relatively. Emotional/social benefits refer to the position of the individual and his identity in the group, and sometimes they are called symbolic benefits because they express the image and credibility of the individual and his value in the context of a social group.