Master's thesis in the field of psychology
Tension: General
This research was conducted with the aim of investigating the relationship between organizational justice and conflict resolution methods (interpersonal) with the job satisfaction of Hormozgan Cement Company employees. The research method of the current research was descriptive correlation. The statistical population of this research includes all the employees who are working in Hormozgan Cement Company, which is equal to 700 people. The research sample was considered to be 200 people using Cochran's formula. In this research, three standard questionnaires were used: Nikaf and Morman's Organizational Justice Questionnaire (1993), Interpersonal Conflict Resolution Methods Questionnaire, and Spector's Job Satisfaction Questionnaire. The data of the present research were analyzed at two descriptive and inferential levels, and their results are as follows: There is a relationship between the one-piece style and the job satisfaction of Hormozgan Cement Company employees (P>0.01, n=200, r=0.312). There is a relationship between avoidance style and job satisfaction of Hormozgan Cement Company employees (P>0.01, n=200, r=0.291). There is no relationship between dominant style and job satisfaction of employees of Hormozgan Cement Company (P < 0.05, n = 200, r = -0.084). There is a relationship between compromise style and job satisfaction of Hormozgan Cement Company employees (P>0.01, n = 200, r = 0.248). There is no relationship between required style and job satisfaction of employees of Hormozgan Cement Company (P < 0.05, n = 200, r = -0.009). There is a relationship between distributive justice style and job satisfaction of employees of Hormozgan Cement Company (P>0.01, n=200, r=0.319). There is a relationship between procedural justice style and job satisfaction of employees of Hormozgan Cement Company (P>0.01, n=200, r=0.344). There is a relationship between relational justice style and job satisfaction of employees of Hormozgan Cement Company (P < 0.01, n = 200, r = 0.234). Overall, organizational justice explains approximately 17.4% of the variance of job satisfaction. The individual conflict component together explains approximately 13.2% of the variance of job satisfaction. The components of individual conflict and organizational justice simultaneously explain approximately 28.9% of the variance of job satisfaction.
Keywords: organizational justice, interpersonal conflict and job satisfaction
Introduction
Today in every country there are hundreds of jobs and professions and people are employed in them and manage their lives through them, which has always been the focus of psychologists and social science thinkers. People's job satisfaction and the effects of this satisfaction are in their morale and work efficiency. In today's society, psychological pressures and tensions caused by the work and family environment play a large role in people's lives (Mirderikondi, 2019). It seems that many factors are related to job satisfaction of people. Organizational justice can be one of the factors that affect the job satisfaction of employees.
On the other hand, justice requires that there is the greatest fit between the job and the employee, the foundation of the organization is the events that are carried out by its members, these tasks must be proportionate to each other and have coordination in order to achieve the goals of the organization (Shayan Jahormi, Salehi and Imani, 2018).
Managers seek to create an atmosphere and systems in the organization. that the members of the organization understand them fairly and justly. In an organization where ethics and justice are observed, the decisions made by managers should lead to fair treatment of employees in a way that reflects their health and well-being. Dealing with issues of justice and fair treatment of people is the main and vital part of an organization's strategy and decision-making process. On the other hand, injustice and conflict in the organization never disappear; Although in many cases, conflict can be constructive, but if justice and fairness are not respected in the organization, conflict can be very harmful and destructive. Regardless of its consequences and outcomes, conflict can take a heavy emotional toll. Even long after the conflict has been resolved, these emotional effects will remain. A person or a group that sees itself as a loser may turn into a competitor, the opposite party, or always blame itself for losing that position (Broumand, Kotharanshan, and Gholami, 2019).
Conflict is one of the factors that causes the loss of energy and talents of the organization's employees, and instead of the production factors and human resources moving with a suitable and reasonable combination in order to achieve the goals and effectiveness of the organization, they waste human and financial capital..
Conflict is one of the factors that cause the waste of energy and talents of the organization's employees, and instead of the production factors and human resources moving with a suitable and reasonable combination towards the achievement of the goals and effectiveness of the organization, they get stuck and waste human and financial capital, which is not pleasant for the organizations and its employees, considering the current competitive world where the productions must be economical and qualitative (Siyadzadeh, 2010).
Therefore, in order to benefit from the maximum physical, mental and intellectual capacity of their employees, organizations must remove disturbing factors. Of course, conflict by itself is not always destructive and will not be, and when a conflict arises, you should not think of eliminating it quickly, but you should create an appropriate level of conflict. Severe conflict cannot be constructive and useful for the organization, but a suitable level of conflict can increase the effectiveness of job satisfaction and the success of the organization. Also, if there is no conflict in organizations, the organization will become stagnant and people will gradually become disinterested in work, and as a result, job satisfaction and organizational effectiveness will decrease. If the managers can find a suitable solution to deal with the conflict, instead of eliminating the root of the conflict, they can increase the job satisfaction and effectiveness of the organization and guarantee the success of the organization and increase the trust, confidence and job satisfaction of the people of the organization (Siyadzadeh, 2009).
Given that job satisfaction has an important effect on the efficiency and productivity of employees, in this research, it is intended to investigate the relationship between organizational justice variables and conflict resolution methods in a case study. The job satisfaction of the employees of Hormozgan Cement Company should be dealt with. 1-2- Statement of the problem An organization is a social system whose life and stability depend on the existence of a strong link between its components and elements. The perception of injustice has destructive effects on the morale of collective work; Because it overshadows the diligence of human resources and the motivation of employees. Injustice and unfair distribution of the organization's achievements and staffs weakens the morale of employees and degrades the spirit of effort and activity in them; Therefore, observing justice is the key to the survival and sustainability of the development and progress of the organization and its employees. Therefore, one of the main tasks of management is maintaining and developing fair behaviors in managers, and a sense of justice in employees (Javadin et al., 2016).
Job satisfaction is formed through positive or negative behaviors and feelings of employees towards the work and organizational environment. These feelings are created by extra-organizational and intra-organizational sources. One of the important resources within the organization is organizational justice[1]. Organizational justice states how employees should be treated in order to feel that they have been treated fairly, and includes three areas of distributive justice[2], procedural justice[3] and interactional justice[4] (Konoskai[5], 2000). Fairness is a fundamental value in organizations (Konoskaya, 2000) and is focused on how people socially perceive intra-organizational events as fair or unfair (Poll [6], 2007). Researchers have shown that high levels of fairness perceptions lead to high levels of job satisfaction and supervisor satisfaction (Kropan-Zanu[7] et al., 2002, Konuskai and Krupan-Zanu, 1991, Masterson[8], 2000, Fisher[9], 2005). When employees feel that they have been treated unfairly, their job performance will decrease and their commitment to the organization and their job satisfaction will decrease (Ambrose [10], 2002, Krupan Zanu and Greenberg, 1997 cited in Poole, 2007).
Employees' job satisfaction is effectively related to their job performance, work quality, and effectiveness. Considering the increase in salaries, benefits and the government's attention, it seems that their job satisfaction is still low and they are dissatisfied with some organizational factors, including salaries and benefits (Aguilar Vafaei, 2011; Ezekia and Tawakli, 2015; Kaldi and Askari, 2013). Low salaries and benefits, internal and external pressures of the work environment and some other factors can cause conflict among employees and cause employee conflict.
Conflict is a natural and normal part of our daily life and it is a fact that mankind has been familiar with throughout history, but unfortunately, due to lack of proper management, it has turned into hostility and hostility. Therefore, today, people have an unpleasant background from it and consider conflict as a negative phenomenon (Aland Institute of Peace Islands [11], 2002).