THE EFFECT OF TEACHERS’ PERCEPTIONS OF ORGANIZATIONAL JUSTICE ON ORGANIZATIONAL SILENCE

Purpose–This study examines the effect of organizational justice and its dimensions on intention to quit, the effect of organizational silence on intention to quit, the relationship between organizational justice and its dimensions and organizational silence. In particular, this study examines the mediating role of organizational silence in the effect of employees' organizational justice perceptions on their intention to quit.Based on the social exchange theory, this research argues that when employees' perceptions of organizational justice are low, their intention to leave will be stronger and organizational silence will mediate this.Design/methodology/approach –The population of the research consists of public and private sector employees working full-time in the education sector in Ankara. The survey used in the research was carried out on 379 people. Employees with at least one year or more of experience in the institution they work for were included in the study, since the employees were asked to have sufficient knowledge about their perceptions of justice and their jobs. In the study conducted according to the correlational research method, the data were obtained by simple random sampling. In data analysis, frequency and percentage analysis of demographic variables and Pearson correlation analysis method were used for the relationship between scale dimensions. For the mediation effect, hierarchical regression analysis method was used.Findings–There is a negative and moderately significant relationship wasachieved between all sub-dimensions of organizational justice and intention to quit. There is a positive, weak and statistically significant relationship was obtained between organizational silence and intention to quit. There is a negative and weak relationship was obtained between organizational silence and organizational justice sub-dimensions (except procedural justice). As the organizational silence scores of the individuals increase, the scores of the organizational justice sub-dimensions decrease and vice versa. It is seen that organizational silence has a mediating effect on the effect of procedural justice perceived by employees on their intention to quit.Discussion–Research results show that organizational justice perceived by employees has a significant effect on the intention to quit.It can be said that as employees' perceptions of justice increase, their level of intention to quit will decrease. It has been empirically proven that organizational justice should be taken seriously by management and that employees’ perceptions towards existence of organizational justice should be increased in the name of organizational sustainability.

This study aims to determine the impact of psychological safety levels on healthcare workers' perceptions of organisational justice. The sample consists of 271 healthcare professionals who voluntarily participated in the study. Data were collected online. The study employed a questionnaire as a data collection tool and measured psychological safety and organisational justice using appropriate scales. To determine differences in perceptions of psychological safety and organisational justice among employees based on demographic variables, t-tests and ANOVA tests were conducted. Additionally, regression analysis was performed to investigate the impact of psychological safety on organisational justice perception. The data was analysed using the SPSS software package. The study found that the psychological safety perceptions of healthcare workers were above average and did not vary based on marital status, gender, or age. Additionally, employees' perceptions of organizational justice were slightly below average and did not vary based on the type of institution. The study also revealed a significant relationship between the psychological safety perceptions of healthcare workers and organizational justice, including its sub-dimensions. Health managers and human resources professionals should develop strategies to support employees' psychological safety and improve their perceptions of justice.

Organizational structures are an important organizational variable affecting organizational behaviours and individuals' relationships with each other. The structural dimension of schools in terms of educational management is evaluated under two groups in the literature, namely, enabling and hindering school structures. Enabling school structures provide a healthy school climate and help schools be more effective. Individuals' perceptions of organizational trust and justice are also effective in ensuring a healthy school climate and school effectiveness. The aim of this study is to examine the predictive power of teachers' perceptions of organizational trust and justice on their perceptions of the enabling school structure. The structural equation model was used in the study, which is designed in the descriptive survey method. The study group is composed of 1187 teachers working at primary, secondary and high schools. Data were collected through Enabling School Structure Scale (Form-ESS), Organizational Justice Scale, Organizational Trust Scale and a Personal Information Form. The findings revealed that teachers' perceptions of organizational justice and organizational trust predict their perceptions about enabling school structure.

این پژوهش، مطالعه‌ای توصیفی- همبستگی بود. جامعه موردمطالعه، معلمان مدارس منطقه 4 تبریز به تعداد 110 نفر بودند که به روش تصادفی انتخاب شدند. حجم نمونه به‌وسیله جدول کرجسی- مورگان به تعداد 86 نفر برآورد شد. جهت جمع‌آوری داده‌ها از دو عدد پرسشنامه استاندارد، فرهنگ‌سازمانی (Denison, 2000) و عدالت سازمانی (Morman, 1995 & Nihoff) استفاده شد. تجزیه‌وتحلیل داده‌ها با استفاده از آزمون‌های ضریب همبستگی پیرسون، t تک نمونه‌ای، آنوا و رگرسیون انجام گردیده است. نتایج همبستگی پیرسون نشان داد که بین مؤلفه‌های فرهنگ‌سازمانی و عدالت سازمانی به‌جز مؤلفه انطباق‌پذیری همبستگی مثبت و معناداری وجود دارد. تجزیه‌وتحلیل واریانس (آنوا) نشان داد که بین فرهنگ‌سازمانی و عدالت سازمانی ازنظر سابقه خدمت و سطح تحصیلات تفاوت معناداری وجود ندارد. رگرسیون نشان داد که ابعاد : - تعهد به مشارکت، سازگاری و رسالت- قادر هستند به میزان 3/17 درصد از کل واریانس عدالت ادارک شده را تبیین نمایند که بالاترین آن مربوط به تعهد به مشارکت می‌باشد. وضعیت فرهنگ‌سازمانی و ادراک عدالت ازنظر معلمان پایین‌تر از حد متوسط می‌باشد و مدیریت مدرسه باید در جهت تقویت ابعاد هر دو مؤلفه برای افزایش کارایی مدرسه تلاش نماید.

PurposeThe personality of an individual plays a vital role in the way an individual perceives organizational politics and justice in the workplace. However, there is meager research on how an individual's personality affects the perceptions of organizational politics and justice. This study endeavors to fill this gap by analyzing the mediating role of organizational politics perceptions on the relationship between Big Five personality dimensions and organizational justice by controlling various demographic variables. The study also proposes a benchmarking model that the policymakers can use to create positive organizational justice perceptions.Design/methodology/approachIn this cross-sectional research, the data were collected through a multi-stage random sampling technique from 493 faculty members working in four public universities of Punjab, India. Out of 493 employees, 76.9% of the employees were assistant professors, 12.0% were associate professors and 11.2% were assistant professors. 51.5% of the employees were female, and 48.5% of the employees were male. To test the proposed hypothesized relationships, a structural equation modeling technique was used.FindingsResults of the structural equation modeling showed that openness to experience, conscientiousness and extraversion have a negative relationship with perceptions of organizational politics. However, their relationship with perceptions of organizational justice is positive. Neuroticism has a positive relationship with perceptions of organizational politics, whereas it has a negative relationship with perceptions of organizational justice. Results also showed that high perceptions of organizational politics have a negative effect on employee's perceptions regarding organizational justice. The mediation analysis results showed that perceptions of organizational politics mediate the relationship between an individual's personality and perceptions of organizational justice.Originality/valueThere is a scant amount of research available that considers Big Five personality dimensions and organizational politics as the antecedents of organizational justice. Hence, the current study tries to fill this research gap by proposing a research model on antecedents and consequences of perceptions of organizational politics based on the cognitive-affective processing system (CAPS).

ارزیابی جامعه شناختی عدالت سازمانی و رابطۀ آن با فرهنگ سازمانی در سازمان های آموزشی (نمونۀ مورد مطالعه: کارکنان اداره های آموزش و پرورش مشهد)

İş tatmini, çalışanın işine karşı oluşturduğu tepki veya duyguların toplamıdır. Örgütsel adalet algısı ise çalışanların örgütteki davranışları ve uygulamaları ne derece adil bulduklarını ifade eder. Örgütsel adalet kavramı, dağıtımsal, işlemsel ve etkileşimsel adalet boyutları ile değerlendirilmektedir. İş tatmini, içsel ve dışsal tatmin boyutları ile değerlendirilmektedir. Bu çalışmada iş tatmini ile örgütsel adalet algısının açıklanması için yapılan alan yazın taraması ve bu iki değişken arasındaki ilişkiye yönelik Zonguldak’ta faaliyette bulunan imalat sanayi çalışanlarının üzerinde yapılan, örgütsel adalet algıları ile iş tatmini araştırmasının sonuçlarına yer verilmiştir. Verilerin toplanmasında anket tekniği kullanılmıştır. Ankette çalışanların örgütsel adalet, iş tatmini ve demografik özelliklerine ilişkin ölçeklere yer verilmiştir Ankete 150 kişi katılmış, bunlardan 118 adedi kullanılmıştır. Araştırma sonucunda iş tatmini ve örgütsel adalet arasında doğrusal ve anlamlı ilişki olduğu bulunmuştur. Örgütsel adalet algısının tüm alt boyutlarıyla beraber iş tatminine etki ettiği görülmektedir.

The purpose of this research is to determine the relationship between teachers’ perceived organizational justice and job satisfaction. This quantitative study is designed in relational survey model. The sample of the research consists of 396 teachers working in the public high schools located in four central provinces of Mersin city. Organizational Justice Scale and Job Satisfaction Scale were used as data collection tools in the study. Arithmetic mean, standard deviation, t test, ANOVA and correlation analysis were performed by using SPSS 21 package program. According to the findings, the level of perception of teachers' organizational justice and job satisfaction is high. Of the demographic variables, only professional tenure caused meaningful differentiation at job satisfaction. Other variables did not cause meaningful differences at organizational justice and job satisfaction perceptions. There is a meaningful, low level and positive relationship between organizational justice and job satisfaction perception levels.

\nAmaç – Meritokrasi, hiç kimsenin köken, din, dil gibi doğuştan gelen ya da sonradan elde edilen kazanımlarına bakmaksızın eşitliği temel olan bir teoridir. Fırsat eşitliğinin olduğu, ayrımcılığın olmadığı ve herkesin yetenek ve becerilerine göre değerlendirildiği bir sistemdir. Örgütsel adalet ise, örgüt içerisinde kişinin kendisine ya da diğerlerine yönelik tutum ve davranışlardaki hakkaniyet ve adalete odaklanmaktadır. Bu çalışmada, meritokrasi ve örgütsel adalet arasındaki ilişki incelenmiştir. Bu bağlamda, kamu çalışanlarının meritokrasi ve örgütsel adalet algılarının tespit edilmesi amaçlanmıştır.\n\n\nYöntem – Kamu kurum ve kuruluşunda çalışan 447 işgörene kolayda örnekleme yöntemi ile 3 aşamalı anket ve ölçek uygulanmıştır. Örneklem tasvir edilen evrenin %40’ını oluşturmaktadır. Araştırmaya katılanlara demografik durumun tespiti amacıyla anket, meritokrasi ve örgütsel adalet algılarının ölçülmesi için liyakat ilkesi tercihi ve örgütsel adalet ölçeği uygulanmıştır. Araştırmada nicel araştırma yöntemlerinden ilişkisel tarama modeli kullanılmıştır. Verilerin analizi için tanımlayıcı istatistik, tek yönlü ANOVA testi, korelasyon analizi ve regresyon analizi yapılmıştır.\n\n\nBulgular – Çalışmanın sonuçlarına göre, çalışanların meritokrasi algısı ortalamanın altında kalmıştır. Kamu çalışanlarının fırsat eşitliği ve liyakat ile ilgili algılarının düşük düzeyde olduğu ifade edilebilir. Buna karşın, örgütsel adalet algısı ortalamanın üzerinde hesaplanmıştır. Meritokrasi algısı yükseldikçe örgütsel adaletin de yükseldiği, elde edilen gelirin meritokrasi algısında farklılık oluşturduğu görülmüştür.\n\n\nTartışma – Kadın çalışanların, erkeklere nazaran örgüt içerisinde fırsat eşitliği ve karar vericilerin adaletli davranmadıklarına yönelik haklı eleştirileri göz ardı edilmemelidir. İş yerinde fırsat eşitliği, ödüllendirmede hakkaniyet, terfi imkanı, liyakat gibi kavramlara verilen önem, çalışanların adalet duygusuna da olumlu yönden katkı yapacaktır.\n

IntroductionOrganizational justice, as a multifaceted construct, plays an essential role in shaping organizational behaviors vital for boosting productivity. Previous research has underlined its influential role in both task performance and organizational citizenship behaviors. Importantly, positive emotions stemming from perceptions of both distributive and procedural justice have been associated with heightened levels of life satisfaction. This study aimed to elucidate the mediating role of these emotions in the connection between organizational justice perceptions and life satisfaction.MethodsParticipants (N= 588) in two waves of multisource data from fifteen private firms in China, have been aged workers from 40 to 60 years old.ResultsThe findings revealed a significant mediation effect of positive emotions linking employees’ perceptions of justice and their overall life satisfaction.DiscussionIn alignment with the Spill-over hypothesis, our findings underscore the importance of cultivating an equitable work environment. Such an environment does not only drive job-specific outcomes but also deeply influences employees’ broader well-being and happiness. By grasping the intricacies of organizational justice and its myriad effects on employee satisfaction, organizations can devise precise interventions, thereby elevating both employee well-being and overall productivity.

Purpose This paper aims to extend previous results demonstrating a statistically significant causal relationship between the implementation of 360-degree feedback in an organization and employees’ perceptions of organizational justice. It explores the sustainability of this justice, ultimately making it an integral part of the organizational culture. The paper examines whether the previous model (based on relationships among 360-degree feedback, organizational justice and sustainability of organizational justice) is invariant across different levels of management (i.e. operational and top/middle managers) and across a group of female versus male employees. Design/methodology/approach Structural equation modeling multigroup analysis and invariance tests were conducted with a cross-sectional sample of 400 employees in various positions in home appliances and electronics organizations. Findings The results further sustain/contest previous findings on the relationships among appraisal, organizational justice and sustainability among respondents of different genders and at different managerial levels. The results also provide significant practical implications. Top managers and supervisors can incorporate gender and managerial level differences identified in this study to modify their management styles and appraisal techniques to install high levels of organizational justice and achieve a competitive edge through the sustained levels of this organizational justice. Originality/value This study is the first to explore the impact of implementing a 360-degree appraisal system on employees’ perceptions of justice, while taking into consideration gender differences, i.e. whether males or females tend to perceive different types of justice within the organization and whether they differ in the way that they react to the appraisal system being implemented within the workplace. Given all the positive traits associated with a 360-feedback appraisal system, the way that this feedback is viewed and interpreted by employees can differ according to the employee’s rank within the organization, i.e. whether he/she belongs to top/middle management team or the operational/front-line management team.

Objective: The study was designed to determine nurses' perceptions of organizational justice, job satisfaction and the relationship between them. Investigation of the relationship between nurses' perception of organizational justice and job satisfaction is regarded as important. Currently, there are no studies comparing public and private sector nurses. Material and Methods: The study was planned as descriptive and analytical. The data were collected from nurses working in a public and a private hospital in Turkey (n=450, n=290). In the study, an information form containing sociodemographic and occupational characteristics of nurses, the Organizational Justice Scale, and the Job Satisfaction Scale was used. Results: A positive and moderate relationship was determined between the perception of organizational justice and job satisfaction (r=0.445; p<0.005). A positive and moderate relationship was found between the perception of organizational justice and job satisfaction in public hospitals (r=0.468; p<0.05) and private hospitals (r=0.408; p<0.05). It was determined that distribution justice, which is one of the sub-dimensions of organizational justice in the public hospital, and interpersonal justice in the private hospital, affect the job satisfaction of nurses more. Conclusion: The factors affecting the organizational justice perceptions and job satisfaction of nurses working in public and private hospitals are different. Knowledge of these differences by managers is important for predicting the behavior of nurses.

The aim of this study is to determine the relationship between school administrators’ transformational leadership behaviours and teachers’ perceptions of organizational justice. The sample of the study consists of 170 teachers working in high schools in Elazığ city center. In the study, the Transformational Leadership Scale was used to determine whether school administrators exhibit transformational leadership behaviours, and the Organizational Justice Scale was used to determine teachers' perceptions of organizational justice. Pearson moment two-correlation analysis and multiple regression analysis techniques were used in the analysis of the data. According to the research findings, it was observed that school administrators frequently exhibited transformational leadership behaviours and teachers' perceptions of organizational justice were at the level of “I agree”. In general, moderate, positive and significant relationships were found between transformational leadership and organizational justice. According to the results of the regression analysis, it was determined that the idealized influence dimension of transformational leadership positively and significantly predicted the formal procedures dimension of the organizational justice scale, and also idealized influence and individualized consideration dimensions of transformational leadership positively and significantly predicted the interactional justice dimension of the organizational justice scale. The research results were discussed in the relevant literature and recommendations were made.

In this research, it is aimed to reveal the relationship between secondary school teachers’ perception of organizational justice and their perception of school climate. The research is a relational descriptive study in which the survey model is used. The sample of the study consists of 370 teachers selected by convenient sampling method among the teachers working in the general and imam hatip secondary schools in Izmit district of Kocaeli province in the academic year 2020-2021. "Organizational Justice Scale" and "Organizational Climate Scale" were used as data collection tools. In the analysis of the data, Pearson correlation coefficient was calculated for the relationship between variables, and simple linear regression analysis and multiple linear regression analysis were performed for predictive variables. As a result of the study, it was determined that there is a positive, moderately significant relationship between organizational justice and school climate. It was found that teachers’ perceptions of organizational justice are a significant predictor of school climate, and the order of importance of the sub-dimensions of organizational justice in explaining school climate is “procedural justice”, “distributive justice”, and “interactional justice”. In addition, the research findings show that organizational justice affects the supportive principal behavior, which is one of the sub-dimensions of the school climate, the most.

In this study we used responses from 174 public-sector and private-sector employees to assess differences in perceived job and communication formalization, emphasis on objective-oriented results, perceptions of distributive and procedural justice, and employees' satisfaction with their immediate supervisors. Overall, public employees perceived similar job and communication formalization and emphasis on results, but they held weaker distributive and procedural justice perceptions and were less satisfied with their supervisors. We also discuss other results, implications, and limitations.