Dissertation for Master's degree (M.A.)
Public administration major with human resources orientation
Abstract
Justice is considered one of the most beautiful, sacred, and excellent words in the dictionary of human civilization, and its observance is considered one of the most necessary things from the point of view of every sane person. In fact, justice is one of the concepts that the collective wisdom of all human beings considers as desirable and good. Today, an important part of people's lives is spent in organizations, and the implementation of justice in society depends on the existence of justice in organizations. Observance of justice in organizations can have a great impact on individual and organizational success. Organizational justice is a term that is used to describe the role of justice that is directly related to job situations, and in organizational justice, it is discussed how employees should be treated, so that they feel that they have been treated fairly. The purpose of this research is the relationship between organizational justice and employee performance with regard to job satisfaction and comprehensive performance criteria. And the statistical population of the research is the employees of Saderat Bank of Gilan province. In general, the method of conducting the research is based on the structural and analytical and descriptive equation model of the correlation type, and the data collection method was field-based, and also the questionnaire tool was used to collect the data and the Spss and Excel software were used to measure the hypotheses.
Key words: organizational justice 1, employee performance 2, job satisfaction 3, comprehensive performance criteria 4
Introduction
The Oxford dictionary defines justice as preservation He described rights by exercising authority and power and defending rights by determining rewards or punishments; But what is closer to our purposes in the definition of this word is the concept of justice in the sense of equality, justice, fairness, justice and other such concepts. Miller [1] considers justice to mean how to distribute good and bad things among members of human society, and when we consider some policies to be unfair, we claim that one person or group of people benefited from those benefits less than another person or group. For the first time, the concept of justice was investigated rationally and logically by ancient Greek philosophers; They mainly considered perfection in nature and deviating from the natural path and dignity causes deficiency and loss. According to them, the highest virtue is to put everything in its natural place. They considered the natural state of beings to be fair; Therefore, unnatural traits were considered synonymous with being cruel (Grossi, Shams al-Dini Mutlaq, 2012, pp. 49-50). In fact, justice does not mean to force a single standard for all people, but it means to accept responsibilities under certain conditions and to act fairly. Organizational justice states how employees should be treated so that they feel that they have been treated fairly, in other words, justice in the organization expresses employees' perception of fair organizational behavior (Nasrasafhani, Shabani Naftchali, Khazaei Pool, 2012, p. 166). On the other hand, most of people's lives are spent in organizations or in connection with organizations. An organization is a social system whose life and stability depend on the existence of a strong link between its components and elements. Failure to observe justice can cause these parts to separate and distance from each other and eventually destroy the bonds between these parts (Dehghanian, Sabour, Hojjati, 2012, p. 154). Therefore, organizational justice should be considered a dynamic category that affects organizational well-being, a justice that is a vague phenomenon, and in order to make a decision about it, it is necessary to recognize and separate fundamental guiding beliefs from everyday beliefs. Based on this approach, organizational justice can be considered as a more active phenomenon, which if evaluated weakly in an organization, means that employees do not want to do useful and productive work, and as a result, their activities are less efficient and effective. And the resources used will not have the maximum possible return. According to the topics raised, the importance of organizational justice and its impact on the employees of organizations is quite clear. Continuous changes and environmental dynamics and the complexities of providing services in a diverse and changing environment have made it more necessary for organizations to have satisfied, motivated and skilled employees.It seems that in order to gain a proper understanding of the level of organizational justice, it is necessary to examine it in order to prevent the negative effects of types of organizational justice on employees with sufficient awareness of the level of organizational justice. Because organizational justice is associated with a wide range of organizational consequences, and managers need to be aware of the type of organizational justice that governs the organization (Faqihi Farahmand, 2010, pp. 124-123).
1_2) Statement of the problem
Today, organizations have significantly penetrated people's lives, in such a way that people are in daily contact with numerous organizations, and spend most of their life time in organizations. This close relationship and daily experiences form perceptions of organizations. One of the variables that are considered important in organizations is organizational justice and people's perception of it, which has been followed by more than three decades of research. Justice is one of the most important concepts that are raised in social and political debates, and according to Plato's opinion, social organization, which is the diagram of civilization, cannot exist without justice. Realization of social justice is not possible without realization of organizational justice and organizational justice is realization in all activities, behaviors and tendencies of the organization's people. The concept of organizational justice, which has received a lot of attention from organizational researchers during the past three decades, is a general concept (Noori, Sabahi, Salahian, Samim, 2011, p. 51). Therefore, the organizations of the present era, with a strategic view of human resources, consider it as an intelligent and valuable asset of the organization (Mehdizadeh Ashrafi, Ilka, 2009, p. 20). These resources have potential abilities and capabilities that are actualized in organizational environments and achieving this goal requires a complete understanding and recognition of people and providing suitable conditions for working and striving (Nasrasafhani, Mehdi and Nasr Esfahani, Ali, 1389, p. 142). Abu Talebi, 1390, p. 17). Organizational justice refers to the extent to which employees perceive events and organizational characteristics as fair events (Erin et al, 2012, p: 647). Organizational justice describes the perception of employees of organizations about receiving fairness and their behavioral reactions to such perceptions (Nadiri et al, 2010, p: 33-41). Today, the concept of organizational justice and attitude towards employees has found a new meaning and is very vital and important. At first, the concept of organizational justice was announced as reward and punishment in an organization. Then the application of rules and processes was added to it equally, and finally human relations and interaction were added to it (Tugba et al, 2012, p:5777).
The concept of organizational justice was gradually introduced since the time of Adams (1965), which was introduced as an understanding of inequality in distributional issues (Ghulam et al, 2011, p:73). Family, school, workplace, and social environment are among the places where people seek justice. Organizational justice is raised if the organization behaves fairly, and this increases productivity, and with job satisfaction, trust in management and job performance also increases (Tugba et al, 2012, p: 5778). The measuring index of this research is a questionnaire, which is obtained from the studies of Greenberg [2] (1988). This index includes four items, each with a Likert scale ranging from 1=strongly disagree to 7=strongly agree (Chong et al, 2012, p:165. In the context of comprehensive performance measures (CPM) [3], when employees are evaluated by combining financial and non-financial measures, employees feel that they are supported by their supervisors like special people. As a result, they perceive more justice in the use of comprehensive performance measures with the criteria Financially, employee performance can only be expressed based on financial terms. On the other hand, employees assume the use of such comprehensive performance measures (CPM) tools is fair because non-financial measures make employees' performance expressed in several non-financial terms such as development in customer and employee satisfaction (Chong et al, 2012, p:161). Two financial and non-financial scales are used for comprehensive performance measures.