The effect of leader-member exchange on the relationship between dimensions of organizational justice and organizational citizenship behavior in Iran Wood and Paper Industries Company (Chuka)

Academic Thesis for Master Degree (M.A.)

Human Resource Management Orientation

Abstract

Undoubtedly, one of the most important conditions of successful and dynamic organizations is to have forces that are willing to participate in the changes of the organization and its movement towards progress and success, without any obligation or coercion. Participation that goes beyond official duties and is very important for the survival and improvement of the organization and is defined as organizational citizenship behaviors. The occurrence of organizational citizenship behaviors requires a series of infrastructures and strong roots and supports. Among these supports, we can mention the different dimensions of justice perceived by the members of the organization. Also, several factors influence the perception of justice and its relationship to the occurrence of organizational citizenship behaviors, which can be mentioned as leadership styles and social exchanges.

The purpose of this research is to investigate the relationship between organizational justice as an independent variable and the occurrence of organizational citizenship behaviors as a dependent variable among the employees of the Iran Wood and Paper Industries Company (Chuka) and also the influence of exchange leadership style. The leader-member is a mediating variable on the relationship between the dimensions of organizational justice and organizational citizenship behavior among them. This research is descriptive and of the survey branch, so that questionnaires to measure citizenship behavior and organizational justice and leader-member exchange were distributed among the statistical sample, and 197 questionnaires were analyzed. It was not confirmed that there is a meaningful relationship between procedural and relational habits with citizenship behavior. The fourth, fifth, and sixth hypotheses, which indicated that the leader-member exchange is a mediator on the relationship between the three dimensions of organizational justice and citizenship behavior, were confirmed. This shows the high importance of communication and social exchanges between officials and employees of the organization, and the results of this research can help improve the quality of communication and exchanges between them and the emergence of citizenship behaviors of employees in the organization. 

Introduction

Discussion of justice [1] and examination of its nature is a discussion that has a very long history. The discussion of justice in its nature is an abstract, analytical and theoretical discussion and has always been accompanied by a variety of views and disagreements. This diversity can be seen especially from then on, that justice is in all aspects of individual, family, macro-social aspects and other institutions and organizations, in law and justice, in philosophy and politics and so on. It has a serious presence and development. This causes more and more confusion in the discussion of justice, definitions, ranges, etc. it becomes Justice is a very complex concept and its relationship and relationship with other social concepts such as freedom, ethics and so on. . .  It has also been added to the cause and makes the definition of this more complicated and makes it a debatable word. This is in such a way that many consider justice based on equality and justify it in inequality. The wideness and controversies over this concept cause the lack of consensus in its nature and create relativism based on justice towards whom, what area, how, and in what proportion, which make it difficult to present and accept encyclopedic definitions. increase their participation in the organization, and vice versa. The leadership styles and levels of communication between the managers of the organizations and the members of the organization are also among the factors that have a significant impact on the view and perception of the members of the organization about the existence of justice in the organization and finally on the occurrence of citizenship behaviors in the organization.

1-2) statement of the problem

The study of individual behavior in the work environment has drawn the attention of researchers to a great extent in the last decade.. The managers of the organizations are trying to use this ability to achieve the goals of the organization by understanding the human resources and predicting their reactions, while influencing the behavior of the members. (Rahmani, Yazdani, Gholizadeh, 2018)

Given the basic importance of citizenship behavior for organizations in increasing the effectiveness of the system and achieving the interests of the organization as well as the interests of the organization's people, which is not separate from the interests of the organization, and considering the inherent importance of government and public organizations and their increasing influence on the society, there is no doubt that increasing the effectiveness of this Organizations can lead to the improvement of society. (Danaei Fard, Ebrahimi Balutbazeh, 2018) Also, organizational citizenship behavior is effective in reducing two important variables of organizational behavior, i.e. absenteeism and destructive work behaviors. Because employees who have work conscience, sense of altruism, chivalry and forgiveness and also tend to perform extra-duty behaviors, are likely to be less absent and there is no reason for them to show destructive work behaviors such as harming colleagues or the organization's property. (Abili, Shatri, Yuzbashi, Faraji de Surkhi, 2018)

Also, organizations in third world countries that need a major leap in increasing efficiency, should provide the ground in such a way that their employees and managers use all their experiences, abilities and capacities in order to enhance organizational goals. This will not be possible, unless the principles and beliefs related to organizational citizenship behavior, recognition and the necessary platforms for the implementation of such behaviors are provided. . . is Based on the theory of organizational justice, it can be predicted that employees react to the presence or absence of organizational justice in the workplace. The studies conducted show that people's judgments of the degree of justice in the organization are effective on attitudes such as organizational commitment, the degree of legitimacy of the authority holders in the organization. Also, when people feel that organizational consequences and procedures are unfair, they are likely to perform worse, fail to perform compliance behaviors (citizenship) in the organization, there is a lower probability that they will obey the decisions of people in authority and show more protesting behaviors (anti-citizen behaviors). - Chuka) in terms of organizational justice and the effect that the perception of justice has on the job behaviors of employees, both from a structural (organizational) and social (managers) perspective, including in-role (job performance) and extra-role (citizen performance that contributes to organizational effectiveness) and also the effect that the leader-member (follower) exchange theory has on the relationship between the perception of justice and the occurrence of organizational citizenship behaviors, causing the performance of assigned tasks at the level of the job description and sometimes even lower than It and more is in the direction of removing the responsibility so that it can be seen in the statements of people directly or the type of performance of people indirectly. Saying phrases such as ((You shouldn't work for this company, who knows the difference between someone who works and someone who doesn't work, so-and-so comes late and leaves early gets the most rewards, good posts are only for the bright-eyed.)) which are sometimes heard in some organizations, seems to express the reduction of the individual's motivation and his indirect reference to the current injustice and unfairness in the workplace, which certainly affects the occurrence of work behaviors (within the role) and prevents The emergence of extra-role behaviors will have a significant impact. Also, the type of interactions that are conducted by managers and supervisors to control employees and force them to perform their job performance, and the amount of communication between them, did not indicate or the low level of extra-role behaviors in performing assigned tasks, which will certainly have a significant impact on better job performance and ultimately on the level of effectiveness in achieving the set organizational goals.