This qualitative descriptive study was designed to identify case assignment principles and capture the ways supervisors and case managers experience these principles. A total of 59 supervisors and 127 case managers from the child welfare field responded to two open-ended survey questions about the case assignment principles used in their agencies. The first aim was to provide a description of case assignment principles. Coding of responses revealed eight principles that guided case assignment. These eight principles include rotation, equalization of caseload, equalization of the number of families/children served, equalization of caseload complexity, matching to case manager competence, matching to case manager interest/convenience, respecting case manager safety, and supervisor discretion. The second aim was to provide a description of experiences with these varied case assignment principles. Authors identified three themes of fairness/organizational justice, worker well-being, and casework quality. The results outline the varied ways in which case assignment is conducted and point to the difficulties in simultaneously achieving the three goals of fairness, worker well-being, and casework quality through a single case assignment method.

The synergy of organizational justice, knowledge sharing and innovative work behavior among university lecturers.

Justice and L2 motivational network: An EBICglasso based analysis of English language learners' motivation, goal orientation, mindset, and justice in the classroom.

Mental health issues among the working population have become a global public health challenge. According to reports from the WHO and ILO, depression and anxiety result in an annual loss of 12 billion workdays worldwide, with economic losses estimated at approximately $1 trillion. Psychosocial risk factors in the workplace-including excessive workloads, lack of control, organizational injustice, and new risks associated with emerging technologies (such as the platform economy, remote work, and technology-related fears) are significant contributors to occupational stress, depression, and anxiety disorders. Internationally, systematic three-tier prevention strategies have been widely adopted, and related workplace mental health conditions have been included in the list of occupational diseases. Although China has made progress in legal policies, standard-setting, and preliminary monitoring, challenges such as low mental health literacy among workers, insufficient professional identification capabilities, and inadequate systematic interventions remain prominent. Moving forward, efforts should focus on strengthening research in occupational mental health, leveraging advanced technologies like big data and artificial intelligence for dynamic monitoring and risk assessment; promoting mental health knowledge to enhance workforce mental health literacy; drawing on international best practices while integrating China's traditional culture to develop a distinctive workplace mental health promotion model tailored to China's context; adhering to the three-tier prevention principle; and fostering collaboration across five levels-the government, society, professional institutions, employers, and workers-to fully integrate mental health into occupational safety and health systems.

The purpose of this study is to investigate the effect of organizational justice on the organizational citizenship behavior (OCB) among employees at some faculties within the University Thi-Qar. This research studies the analysis of measurement of CORRELATION between dimensions of organizational justice (distributive, procedural and interactional Justice) and also dimensions of organizational citizenship behavior (Altruism, courtesy and conscientiousness). The importance of this study is to improve organizational performance and positive employee behaviors in higher educational institutions. The research methodology is descriptive-analytical, and data collection was done by a questionnaire. The sample included 150 academic staff and employee in selected faculties of the University of Thi-Qar. Items in the questionnaireStudy variablesThe questionnaire included 30 items measuring the study variables. SPSS (v27) and SmartPLS (v4) were used to analyze the data. The results showed statistically significant positive correlations between dimensions of organizational justice and organizational citizenship behavior (p < 0.05). Moreover, structural equation modeling has confirmed the strong direct effect of organizational justice on OCB (β = 0.592); the coefficients of determination (R² = 0.473) reveal moderate explanatory ability for the model. The study points out that a better organizational justice practice would be the key to promoting cooperative and proactive behavior. Hence, it suggests university administrations should have fair practices in resource allocation, decision-making process and treatment of each other to encourage organizational citizenship behavior for better workplace climate.

Workplace violence has emerged as a major occupational health concern in healthcare settings, with growing evidence of its negative impact on workers' physical and mental health, as well as on organizational performance. The present study aimed to describe the prevalence of workplace violence and to examine its association with sociodemographic characteristics, working conditions, and psychosocial risk factors among primary healthcare professionals. A multicenter cross-sectional study was conducted in 2025 among healthcare professionals working in the Primary and Community Care Management of Central Catalonia, Spain. Data were collected through an anonymous online questionnaire that included sociodemographic and occupational variables, exposure to workplace violence, health-related outcomes, and psychosocial risks assessed using validated instruments, including the Copenhagen Psychosocial Questionnaire (COPSOQ III). Data were analyzed using descriptive statistics, chi-square tests and Mann-Whitney U tests, as appropriate, Kendall's Tau-b to assess associations between ordinal variables and a multivariable binary logistic regression model to identify independent factors associated with the reporting of violence. Statistical analyses were conducted using SPSS version 29. A total of 420 healthcare professionals participated in the study, of whom 68.1% reported having experienced workplace violence. Verbal and psychological violence was the most prevalent form (98.6%). A clear positive gradient was observed between adverse psychosocial risk exposure and workplace violence. The multivariable model identified high emotional demands as the strongest independent predictor; professionals in the most unfavorable category were 7.34 times more likely to report violence (95% CI: 3.46-15.57). Other significant factors included being male (aOR 3.63; 95% CI: 1.52-8.65), having a permanent contract (aOR 2.37; 95% CI:1.25-4.51), being in direct patient care (aOR 3.74; 95% CI: 1.83-7.68), lack of organizational justice (aOR 2.23; 95% CI: 1.04-4.80), and poor self-rated health (aOR 2.98; 95% CI: 1.26-7.06). Workplace violence is highly prevalent in primary care and strongly associated with adverse psychosocial conditions. These findings suggest that managing emotional demands and organizational justice could be relevant areas for strategies aimed at addressing workplace violence and supporting healthcare workers' well-being.

High rates of distress and intention to leave (ITL) threaten workforce stability and patient care in anesthesiology. Meaningful action is believed to require evidence-based insight into the systemic origins of occupational well-being shaping these risks. However, the field has lacked large-scale insights into these systemic features and their influence on well-being and its consequences using validated tools. The Well-Being Influencers Survey for Healthcare (WISH) was developed to provide a framework and metric for understanding organizational foundations of well-being. This study evaluated WISH's generalizability across a multicenter cohort, examined the relevance of system-oriented assessment, and characterized the current profile of well-being culture in anesthesiology. Participants across 11 academic anesthesiology departments completed WISH alongside occupational well-being correlates. Mediation models examined theoretical relationships among well-being influencers, cognitive-affective states, and organizational outcomes. ANOVA assessed differences in WISH by influencer, department, and professional role. Psychometric techniques were used to extend validity evaluation of WISH, pooling data for higher-power and using meta-analysis to assess generalizability. Newly collected responses from 1470 health workers were analyzed. Multidimensional psychometric models met fit criteria. In meta-analytic summaries of departmental-level estimates, WISH significantly predicted ITL ( b = -0.45) and affective commitment (AC, b = 0.81), including after controlling for well-being correlates. Mediation results were consistent with a model in which WISH influencers are upstream of cognitive-affective states and, in turn, organizational outcomes; of the total association between WISH and organizational outcomes, most (53% for ITL, 64% for AC) was attributable to WISH directly. ANOVA identified significant differences between WISH influencers: organizational justice scored lowest, whereas perceived social support, psychological safety, and inclusion and belonging scored highest. WISH identifies systemic features associated with well-being and its consequences, including ITL. Multicenter findings extend validation evidence for WISH, clarify the relevance of system-oriented assessment, and characterize the profile of well-being culture in academic anesthesiology.

Organizational justice and clinical decision-making among emergency nurses: A cross-sectional correlational study.

The mediating role of organizational justice between ethical climate and work engagement among emergency nurses in the West Bank: Partial least squares structural equation modeling (PLS-SEM).

Work motivation is an essential factor in supporting employee performance and the effectiveness of higher education institutions. However, employee motivation may decline when organizational justice, organizational support, and psychological attachment to work are not optimally managed. This study aims to analyze the effect of organizational justice and organizational support on work motivation, with work engagement as a mediating variable. This research employed a quantitative approach with descriptive and verification methods. The population consisted of 1,158 educational staff at the Indonesian University of Education, while the sample comprised 298 respondents determined using the Slovin formula with a 5% margin of error and selected through simple random sampling. Data were collected through questionnaires and analyzed using path analysis and the Sobel test. The results show that organizational justice and organizational support have a positive and significant effect on work motivation. Organizational justice and organizational support also have a positive and significant effect on work engagement. Furthermore, work engagement has a positive and significant effect on work motivation and significantly mediates the relationship between organizational justice and organizational support on work motivation. These findings indicate that fair organizational practices and institutional support can strengthen employee motivation, particularly when employees are psychologically engaged in their work. The study contributes to human resource management literature by emphasizing the mediating role of work engagement in explaining how organizational factors influence employee motivation in higher education institutions.

Purpose This study aims to examine how leader humor affects organizational citizenship behavior (OCB), focusing on the mediating role of organizational identification and the moderating role of organizational procedural justice. Design/methodology/approach Using a time-lagged design, data were collected from 242 Korean employees through surveys measuring leader humor, organizational identification, procedural justice and OCB. Findings Leader humor positively influences OCB, with organizational identification mediating this relationship. Additionally, procedural justice strengthens the link between leader humor and organizational identification. Originality/value By integrating affective events theory and social identity theory, this study highlights the psychological mechanisms linking leader humor to OCB and underscores the importance of justice perceptions in enhancing its effects.

This study examines how internal communication and perceived fairness are associated with the emergency decision-making competency (EDMC) of grassroots civil servants, a core capability in public performance and crisis governance. Integrating crisis sensemaking, high-reliability organizing, social information processing, and fairness heuristic theory, the study develops an individual-level framework in which leader–member communication effectiveness (LMCE) is linked to EDMC directly and indirectly through organizational peer communication support (OPCS), while organizational justice (OJ) conditions the strength of this relationship. Drawing on survey data from 1,966 grassroots civil servants across 136 counties in 16 prefecture-level cities in Shandong, China, the study finds that LMCE is positively associated with EDMC. OPCS accounts for a substantial share of this association, indicating that effective leader communication is linked to stronger emergency decision-making partly through a more supportive peer communication environment. OJ further strengthens the positive LMCE–EDMC relationship, and the association is more pronounced among non-leaders. By integrating communication quality, peer support, and perceptions of fairness into a single empirical model, this study extends public administration research on frontline crisis capability. It identifies concrete organizational levers to strengthen grassroots emergency governance in practice.

Workplace incivility is a pervasive challenge in healthcare. Few studies drew on theoretical concepts to simultaneously examine organisational correlates of incivility and its associations with nurses' work outcomes. This study examined workplace incivility among nurses, focusing on job control, psychological job demands and workplace justice as workplace characteristics, and assessing its association with job satisfaction and intentions to leave. A cross-sectional survey was conducted among 528 full-time nurses at a medical centre in Taiwan. Validated questionnaires assessed workplace incivility (the Workplace Incivility Scale), workplace characteristics, job satisfaction and intentions to leave. Multivariable linear regression examined associations of workplace characteristics with incivility, and associations of incivility with job satisfaction and intentions to leave, adjusting for demographic and workplace factors. High workplace incivility was reported by 41.1% of nurses. In adjusted analyses, lower job control and lower workplace justice were associated with higher incivility scores. After adjustment for demographic and workplace factors, workplace incivility was negatively associated with job satisfaction and positively associated with leaving intentions. Among workplace characteristics, psychological job demands showed strong associations with both job satisfaction and leaving intentions. Workplace incivility reflects underlying organisational conditions and is associated with lower job satisfaction and greater leaving intentions. Addressing job demands, autonomy and fairness may reduce incivility and sustain the nursing workforce. Workplace incivility is associated with lower job satisfaction and greater leaving intentions, and may co-occur with lower job control and perceived organisational justice, highlighting the need for organisational strategies that foster fairness and supportive work environments to enhance nurse retention. The authors adhered to the STROBE guidelines. No patient or public involvement.

This article examines how justice perceptions shape the legitimacy of student evaluation of teaching (SET) as a high-stakes governance tool in higher education. Drawing on organisational justice theory and governance analysis, it presents a systematic review of 35 empirical studies published between 2015 and 2025 that examine faculty perceptions of fairness in SET and their relationship to legitimacy-related outcomes, including trust, acceptance and resistance. Using a PRISMA-guided process, studies were coded by methodological features, justice dimension and legitimacy outcomes. Five fairness frames are identified: distributive, procedural, interactional, epistemic and affective. While distributive and epistemic perspectives are slightly more prevalent, procedural and interactional frames are also well represented. Among studies reporting legitimacy-related outcomes, procedural justice shows the most consistent positive association with trust and acceptance of high-stakes SET use, whereas distributive inequities, interactional harms and validity-related concerns undermine confidence. These relationships are conditioned by employment precarity, identity-based inequality, disciplinary norms and governance regimes. The review develops a justice-based governance framework that explains why procedural integrity, rather than outcome favorability alone, underpins legitimacy, and argues that justice-sensitive governance design is central to the effective use of SET beyond psychometric refinement.

BackgroundMeaningful work is a critical psychological resource that enhances nurse engagement, retention, and quality of patient care. Organizational factors, including perceived organizational support, psychological safety, and organizational justice, play key roles in shaping nurses’ perceptions of meaningful work. While previous studies have examined these factors individually, limited evidence exists on how they interact.AimTo explore the relationships between perceived organizational support, psychological safety, and organizational justice in enhancing nurses’ meaningful work.MethodsThis multicenter cross‐sectional study surveyed a convenience sample of 349 nurses from four general hospitals. Data were collected using online survey, and partial least squares approach was employed to examine the hypothesized relationships.ResultsPerceived organizational support was positively associated with meaningful work (β = 0.421, p < 0.001) and psychological safety (β = 0.319, p < 0.001), whereas organizational justice was positively associated with psychological safety (β = 0.287, p < 0.001). Psychological safety was positively associated with meaningful work (β = 0.199, p < 0.01) and partially mediated the associations of perceived organizational support (β = 0.064, p < 0.05) and organizational justice (β = 0.057, p < 0.05) with meaningful work. Moderated mediation analysis revealed a small but statistically significant negative effect of organizational justice on the association between perceived organizational support and psychological safety (f2 = 0.015), and the indirect association of perceived organizational support with meaningful work via psychological safety was weaker at higher levels of organizational justice.ConclusionMeaningful work among nurses is supported by organizational support and fairness through psychological safety. High organizational justice may reduce reliance on perceived support. Nurse leaders should foster fair, supportive environments and policies that promote psychological safety, recognition, and engagement, ultimately enhancing retention, well‐being, and patient care.

Occupational profile types of Chinese vocational nursing faculty in a neijuan context and their associations with burnout and turnover intention.

This research aims to analyze trends in psychological empowerment, particularly in companies engaged in the technology industry, innovation, start-ups, creative industries, employee development, and customer service-oriented sectors. Companies such as Google, Apple, Airbnb, Pixar, Deloitte, Zappos, Ritz-Carlton, and Southwest Airlines have demonstrated that psychological empowerment plays an important role in improving service quality, reducing workplace stress, and fostering a positive work culture all of which contribute to the long-term success of an organization. This research employed a qualitative method with a bibliometric analysis approach. Data were sourced from Scopus using the keyword "Psychological Empowerment," yielding 356 documents spanning the period 2014–2023. This study found that psychological empowerment has received increasing attention in the organizational literature, with the number of publications growing steadily each year. Key findings indicate that psychological empowerment plays an important role in improving employee performance and job satisfaction, enhancing loyalty, reducing stress, and encouraging creativity and innovation. Furthermore, empowering leadership and an inclusive organizational culture were shown to have a positive impact on psychological empowerment. This study also highlights the importance of organizational justice, noting that imbalances in perceived fairness from certain sources can be offset by other sources. These findings underscore the value of creating a work environment that supports empowerment as an organizational strategy for improving performance and retaining employees.

This study aims to analyze the effect of organizational culture and organizational commitment on Organizational Citizenship Behavior (OCB) at PT Amel Indah Abadi Indramayu. The research employed a quantitative associative approach involving 73 respondents, representing all active employees of the company. Data were collected through questionnaires that had been tested for validity and reliability. Data analysis was conducted using multiple linear regression with SPSS version 23. The results show that partially, organizational culture has no significant effect on OCB with a significance value of 0.722 (&gt;0.05), and organizational commitment also has no significant effect on OCB with a significance value of 0.609 (&gt;0.05). Simultaneously, organizational culture and organizational commitment do not significantly affect OCB with a significance value of 0.875 (&gt;0.05). The coefficient of determination (R²) is 0.004, indicating that organizational culture and organizational commitment explain only 0.4% of the variance in OCB, while the remaining 99.6% is influenced by other factors outside this study. These findings indicate that employees’ Organizational Citizenship Behavior (OCB) is more influenced by other factors such as leadership, reward systems, job satisfaction, and organizational justice. Therefore, companies need to strengthen comprehensive human resource management strategies to enhance employee OCB.

ABSTRACT Rising household water rates have made unaffordability a public-health and environmental-justice concern, yet the cultural drivers of water utility affordability policies remain unclear. Integrating Schlosberg’s three justice dimensions with Schwartz’s human values theory, we examine how organizational values inside municipal water utilities shape pricing and customer assistance. We conducted semi-structured interviews with 37 managers, staff, and officials at 11 publicly owned utilities in Massachusetts and Pennsylvania. Three dynamics emerged. First, environmentality is subordinate to fiscal security: conservation pricing and treatment upgrades are framed as costs to recover through uniform rates, reproducing distributive inequities. Second, conformity and tradition operate through consultant-led rate studies that benchmark against peers, buffering utilities from procedural and recognition justice claims. Third, tension between universalism (equal treatment) and benevolence (targeted relief) sorts utilities into three value camps – Traditionalists, Balancers, and Benevolence-Led; only the latter embeds EJ as an explicit value, pairing equity measures with robust outreach. We advance water affordability research by showing EJ can function as an organizational value that competes with or complements sustainability, security, conformity, and tradition. Policies that name affordability as an objective, institutionalize participation, and pair ecological mandates with affordability funding can shift Balancers toward benevolence-led practice.

The relationship between organizational justice and job burnout of grassroots civil servants-A case study of Y County, Guangdong Province.