The world is getting into a period that fairness and JUSTICE issues in various and different forms are raised on the top threads and studies proposed in the field of "ORGANIZATIONAL Excellence". Organizations in the new millennium are post-industrial and knowledge-based organizations and their success and survival are based on creativity and innovation. Accordingly, this study aimed to investigate the impact of ORGANIZATIONAL JUSTICE on employees’ individual innovative behavior. After theoretical studies, the structural model based on Aizen Theory of Planned Behaviors' provided to illustrate interactions of four variables: ORGANIZATIONAL JUSTICE, Individual innovative behaviors, Innovation climate and Intrinsic motivation. Using prestigious questionnaires in these areas, data were collected from 203 employees of a research center affiliated with the Iranian Space Agency and then the model fitted by PLS method. Estimating model, GOF indicator was achieved about 0.264, so the structural model fitting was confirmed and in 95% level of reliability all model hypothesizes was verified. Findings of this study indicated, independent of other factors such as innovation climate and intrinsic motivation, three dimensions of ORGANIZATIONAL JUSTICE are one of the factors in predicting the incidence of five individual innovative behaviors in the organization.

This paper tries to investigate the effects of PERCEPTION of ORGANIZATIONAL JUSTICE on ORGANIZATIONAL citizenship behavior. This research is established based on Civil Service Management Code which could be considered as the provider of JUSTICE in the organizations that comply with this Code except some special instances mentioned by the legislature.This research is an applicable descriptive-analytical study and survey data collection method is used to gather required information. Sample of this study consists of 186 of 359 employees of Ports and Maritime Organization (PMO) and Customs Administration (IRICA). Data collection and analysis tools are questionnaire, Anova test, Duncan test and SPSS Program.While similar national and foreign studies have been revealed that PERCEPTION of distributive JUSTICE has the ability to partially explain ORGANIZATIONAL citizenship behavior; this study suggests that PERCEPTION of distributive JUSTICE has no significant effect on the ORGANIZATIONAL citizenship behavior (confidence of 95%). But results for other aspects of ORGANIZATIONAL JUSTICE like PERCEPTION of interpersonal JUSTICE, PERCEPTION of informational JUSTICE and PERCEPTION of procedural JUSTICE are same as the results of other studies because ORGANIZATIONAL citizenship behavior is a voluntary behavior and it is greatly influenced by the behavior and interaction of supervisors as well as the ORGANIZATIONAL policies.

ORGANIZATIONAL citizenship behavior can be defined as voluntary and spontaneous behaviors that extend beyond employees' normal job duties. Employee's PERCEPTION of JUSTICE in compensation programs, ORGANIZATIONAL procedures and interpersonal behaviors can have a key role in developing and encouraging OCB. In order to study the relationship between ORGANIZATIONAL JUSTICE PERCEPTION and OCB, factor analysis technique has been used to test the validity of related questions and by using path analysis (structural equation modeling) this relationship has been examined as well. The research findings indicate that there is a meaningful relationship between ORGANIZATIONAL JUSTICE PERCEPTION and OCB, and among three dimensions of JUSTICE, interactional JUSTICE has the highest correlation with OCB in compare with distributive and procedural JUSTICE. The results also show that there is relationship among three dimensions of JUSTICE.

Background: Nowadays organizations are operating in a highly competitive global environment. Therefore, managers use different mechanisms such as downsizing of organizations, automation of works for promoting productivity of their organizations.Although these mechanisms are useful but one of the most important factors is committed and qualitative human Resources. During recent years ORGANIZATIONAL citizenship behavior (OCB) has been considered an effective factor in gaining employees commitment to the organization and relatively considerable researches have been focused on identifying effective factors for nurturing these behaviors. As a result, common factors such as contextual variables (group norms, ORGANIZATIONAL structure and culture) were identified for development of OCB. In this article, impact of employees’ impression of ORGANIZATIONAL JUSTICE on OCB in the National Iranian Oil Products Refining & Distribution Co was studied.Methods: in terms of purpose, the research method is applied and in terms of data collection, is descriptive- survey. In this article, ORGANIZATIONAL JUSTICE, including four dimensions (distributive, procedural, interactional and informational JUSTICE) and their impact on nurturing OCB, from employees' point of view, was investigated. Data were collected from employees of foregoing corporation and hypotheses were investigated by binominal test.Results: The results showed that employees’ impression of ORGANIZATIONAL JUSTICE including foregoing four dimensions, have impact on OCB. In ranking these dimensions interactional JUSTICE is first, distributive JUSTICE is second, informational JUSTICE is third and procedural JUSTICE is the last.Conclusion: Based on these results, it can be concluded that OCB can be influenced by employees’ impression of ORGANIZATIONAL JUSTICE.

Medical staff, with their specialized knowledge and practical experiences, have a direct impact on treatment and health outcomes. This study investigated the effect of commitment and PERCEPTION of ORGANIZATIONAL JUSTICE on the motivations for knowledge sharing of medical staff at Abolfazl Hospital in Kashmar. The main objective of the study was to investigate the effect of ORGANIZATIONAL commitment and PERCEPTION of ORGANIZATIONAL JUSTICE on the motivations for knowledge sharing at Abolfazl Hospital in Kashmar. This is an applied study, in which the statistical population consisted of 112 medical staff at the hospital, and the questionnaire was distributed among all members as a census, and finally 98 usable questionnaires were collected. Data analysis and hypothesis testing were performed using the bootstrapping technique and structural equation modeling in SPSS and Smart PLS software, which focused especially on the effects existing at Abolfazl Hospital. The content validity of the questionnaires was confirmed by experts, and their reliability was calculated using Cronbach's alpha coefficient. The results showed that ORGANIZATIONAL commitment with an impact coefficient of 0.377 and perceived ORGANIZATIONAL JUSTICE with an impact coefficient of 0.470 have a positive and significant effect on knowledge sharing motivation. In particular, increasing ORGANIZATIONAL commitment and a sense of JUSTICE in the workplace significantly increase the motivation of medical staff to share knowledge. This study emphasizes the importance of strengthening ORGANIZATIONAL commitment and JUSTICE and suggests that hospital managers focus on these factors to help improve the quality of medical services and increase the efficiency of medical teams.