Paper Information

Journal:   RESEARCH IN MEDICAL EDUCATION   SPRING 2016 , Volume 8 , Number 1; Page(s) 12 To 21.
 
Paper: 

THE RELATIONSHIP OF ORGANIZATIONAL JUSTICE WITH POSITIVE ORGANIZATIONAL BEHAVIOR AND WORK ENGAGEMENT FROM VIEWPOINT OF FACULTY MEMBERS OF ZAHEDAN UNIVERSITY OF MEDICAL SCIENCES

 
DOI: 

10.18869/acadpub.rme.8.1.12

 
Author(s):  NASTIEZAIE N.*, JENAABADI H.
 
* EDUCATIONAL ADMINISTRATION AND PLANNING DEPT., FACULTY OF EDUCATION AND PSYCHOLOGY , UNIVERSITY OF SISTAN AND BALUCHESTAN, ZAHEDAN, IRAN
 
Abstract: 

Introduction: Faculty perception of organizational justice has major impact on their attitudes and organizational behaviors. In this regard, the objective of the present study was to examine the relationship of organizational justice with positive organizational behavior and work engagement among faculty members of Zahedan University of Medical Sciences.
Methods: This descriptive study followed a correlational design. Using stratified convenience sampling method, 205 faculty members of Zahedan University of Medical Sciences were selected and studied through applying three questionnaires of Niehoff and Moorman’s Organizational Justice Questionnaire (1993), Luthans et al.’s Psychological Capital Scale (2007), and Salanova and Schaufeli’s Work Engagement Scale (2004). To analyze the data, Pearson correlation coefficient and simultaneous multiple regression analysis were used via SPSS21.
Results: Faculty members’ mean score on organizational justice (3.61±0.698), positive organizational behavior (3.99±0.593), and work engagement (4.19±0.474) were all variables higher than the theoretical mean (3). Correlation coefficients of procedural, distributive, and interactional justice and organizational justice with positive organizational behavior were respectively 0.444, 0.519, 0.486, and 0.563 (p<0.01). According to the results obtained from regression analysis, procedural, distributive, and interactional justice explained 32.1 of the variance in positive organizational behavior (p<0.05). Correlation coefficients of procedural, distributive, and interactional justice and organizational justice with work engagement were respectively 0.645, 0.591, 0.612, and 0.705 (p<0.01). According to the results obtained from regression analysis, procedural, distributive, and interactional justice explained 51.5 of the variance in work engagement (p<0.05).
Conclusion: Since organizational justice and its dimensions have a significant relationship with positive organizational behavior and work engagement and organizational justice can predict positive organizational behavior and work engagement, university administrators should pay attention to organizational justice which leads to enhanced positive organizational behavior and work engagement.

 
Keyword(s): ORGANIZATIONAL JUSTICE, POSITIVE ORGANIZATIONAL BEHAVIOR, WORK ENGAGEMENT
 
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