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.

The purpose of this study was to evaluate the impact of Organizational Justice, Organizational identity and Organizational culture on Organizational citizenship behavior. The population of 500 people, including "directors, deputies, heads and experts of the Department of Education in Tehran were in 2014-2015. According to Morgan and randomized 217 subjects were selected class. To collect data from questionnaires, standard Organizational Justice Beugre Includes 21 questions to evaluate three types of distributive Justice, procedural Justice and interactional Justice, Cheney corporate identity 18 questions for the examination of membership, loyalty and similarities, Organizational culture 56 questions for the examination of creativity, risk-taking, given the outcome, according to members of the organization, assess the impact Brkarknan decisions, the evaluation team to assess the ambition and stability testing and Podsakoff Organizational citizenship behavior 12 questions for the examination of chivalry, Altruism, Civic virtue, conscientiousness and Respect is used. For descriptive statistics and frequency of SPSS software and inferential analysis software used Smart PLS. In this study, the coefficient of 95% is considered. The results showed that Organizational Justice, corporate culture Organizational citizenship behavior has a significant positive effect on the findings of the research impact of each component of equity, corporate culture are examined separately, the greatest impact Justice, corporate culture has less impact on the loyalty and Justice, respect for culture of the OCB.

This study investigated the effects of perceived Organizational Justice components (distributive, procedural and interactional) in predicting employee loyalty to organization. Participants included 197 employees of a big public organization in Tehran, was selected via convenience sampling who completed employee Organizational loyalty questionnaire (Kumar and Shekhar, 2012), and perceived Organizational Justice questionnaire (Niehoff and Moorman, 1993; Moorman, 1991). The data were analyzed by use of Pearson’ s correlation coefficient and regression analysis, by using SPSS18. The results showed that employee’ s loyalty to organization was positively related to perceived Organizational Justice components (p≤ . 01). Furthermore, perceived Organizational Justice components could explain 32. 3 percent of employee Organizational loyalty’ s variance. Therefore, based on the results it can be concluded that employee loyalty to organization could be enhanced by increasing all components of perceived Organizational Justice.

It is about five decades that researchers have studied the relationship between perception of Organizational Justice and employees' work (such as job satisfaction, job engagement and Organizational commitment). During this time, many investigations have been done and the domain of literature has been developed remarkably. Moreover, new research fields have been introduced in which attitudinal factors have received special importance and position. Concerning the role of attitudinal factors in organization theories, the present research attempted through a structural model and by use of Amos software investigated the relationship between Organizational Justice, perceived Organizational support, Organizational trust variables (independent variables) and Organizational commitment (dependent variable). This research especially by use of theories of social exchange, Organizational support, Leader-member exchange studied the role of perceived Organizational support and Organizational trust as mediator variables. The participants in this research were 343 employees from fire department, the Red Crescent organization, university of Shahid Bahonar, office of affairs of Bank Melli branches in Kerman province. The results showed that Organizational Justice indirectly, through two variables of Organizational support and Organizational trust affects the commitment. The results also indicated that the perceived Organizational support have direct and indirect effects on commitment. Its indirect impact is through the variable of Organizational trust and finally the direct effect of the Organizational trust on the commitment is more than the effect of the Organizational support on the dependent variable.