Journal of Occupational
Health and Epidemiology
Rafsanjan university Of medical sciences
Volume 7, Issue 3 (Summer 2018)
J Occup Health Epidemiol 2018, 7(3): 174-184 |
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Hemmati A, Talebi B, Yari J, Hassani M. Occupational and organizational consequences of perception of perceived organizational justice and support among faculty members in West Azerbaijan Province, Iran, in 2017. J Occup Health Epidemiol 2018; 7 (3) :174-184
URL: http://johe.rums.ac.ir/article-1-296-en.html
URL: http://johe.rums.ac.ir/article-1-296-en.html
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1- Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
2- Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran. ,hemmatia37@gmail.com
3- Department of Educational Sciences, Faculty of Literature and Humanities, Urmia University, Urmia, Iran.
2- Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran. ,
3- Department of Educational Sciences, Faculty of Literature and Humanities, Urmia University, Urmia, Iran.
Article history
Received: 2018/02/19
Accepted: 2018/04/17
ePublished: 2018/12/10
Accepted: 2018/04/17
ePublished: 2018/12/10
Subject:
Occupational Health
Abstract: (6621 Views)
Background: Since human resources is the most important asset of each organization, and its effective management is the key to the success of organization, this study aimed to investigate the occupational and organizational consequences of perception of perceived organizational justice and support among faculty members of Islamic Azad University in West Azerbaijan Province, Iran.
Materials and Methods: In this descriptive study, among 747 faculty members, 300 were selected through proportionate stratified random sampling method using Morgan table. The collected data were analyzed using path analysis and structural equation modeling methods.
Results: Organizational support and perception of organizational justice had, respectively, a direct and significant association with organizational citizenship behavior (β = 0.25, T = 4.70) (β = 0.24, T = 4.62), job satisfaction (β = 0.29, T = 5.71) (β = 0.31, T = 5.64), job performance (β = 0.22, T = 4.30) (β = 0.31, T = 5.98), organizational commitment (β = 0.21, T = 3.91) (β = 0.20, T = 3.74), and an inverse significant association with turnover intention (β = -0.21, T = -3.85) (β = -0.16, T = -3.03) and absenteeism (β = -0.99, T = -3.63) (β = -0.21, T = -3.90).
Conclusions: Based on the findings, it can be concluded that any increase in perceived organizational support and perception of organizational justice leads to an increase in organizational behavior, job satisfaction, job performance, and organizational commitment, as well as reduction in turnover intention and absenteeism among faculty members.
Materials and Methods: In this descriptive study, among 747 faculty members, 300 were selected through proportionate stratified random sampling method using Morgan table. The collected data were analyzed using path analysis and structural equation modeling methods.
Results: Organizational support and perception of organizational justice had, respectively, a direct and significant association with organizational citizenship behavior (β = 0.25, T = 4.70) (β = 0.24, T = 4.62), job satisfaction (β = 0.29, T = 5.71) (β = 0.31, T = 5.64), job performance (β = 0.22, T = 4.30) (β = 0.31, T = 5.98), organizational commitment (β = 0.21, T = 3.91) (β = 0.20, T = 3.74), and an inverse significant association with turnover intention (β = -0.21, T = -3.85) (β = -0.16, T = -3.03) and absenteeism (β = -0.99, T = -3.63) (β = -0.21, T = -3.90).
Conclusions: Based on the findings, it can be concluded that any increase in perceived organizational support and perception of organizational justice leads to an increase in organizational behavior, job satisfaction, job performance, and organizational commitment, as well as reduction in turnover intention and absenteeism among faculty members.
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