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Occupational and organizational consequences of perception of perceived organizational justice and support among faculty members in West Azerbaijan Province, Iran, in 2017

نویسندگان

  • Amir Hemmati Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
  • Behnam Talebi Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
  • Jahangir Yari Department of Educational Sciences, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
  • Mohammad Hassani Department of Educational Sciences, Faculty of Literature and Humanities, Urmia University, Urmia, Iran.

چکیده

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.  

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