Int. j. econ. manag. soc. sci., Vol(3), No (9), September, 2014. pp.

490-495

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International Journal of Economy, Management and Social Sciences

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ISSN:
2306-7276

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The surveying the Impact of Organizational Justice on Quality of

Work Life of Administrative Units in Azad University of
Mashhad
Somaye kokabi Saghi
Msc of Public Administration, Department of Public Administration, Young researchers, ElitesCclub, Mashhad Branch, Islamic Azad University,
Mashhad, Iran

Hamid Rezae Far

Assistant Prof, Department of Public Administration, Birjand Branch, Islamic Azad University, Birjand, Iran

Mohammad Rezae Zabihi

Assistant Prof, Department of Public Administration, Mashhad Branch, Islamic Azad University, Mashhad, Iran

Mehdi Hosseinpour
Msc of Public Administration, Department of Public Administration, Mashhad Branch, Islamic Azad University, Mashhad, Iran
*Corresponding author

: ms.kokabi@yahoo.com

Keywords

Abstract

Distributive justice
Interactional justice
Informational Justice
Procedural justice
Quality work of life

The purpose of this study is to explore the impact of organizational justice (OJ) on quality of
work life (QWL) of administrative units in 2013.Study population was 1177 Employees of
Mashhad branch of Azad University. Through Stratified sampling and Cochran formula, 290
employees have been chosen. In this study, Methodology is descriptive and correlation, two
questionnaires for data collection has been used. Data has been analyzed by Descriptive
Statistics and Simple Regretion modeling and the Pierson correlationcoefficient, ANOVA
and Duncan tests in SPSS software. Study showed that OJ is correlated with QWL. Also
indicates that the relationship between 4 dimention of OJ and QWL. The other result
showed there is difference in quality of work life of administrative units as ANOVA and
Duncan tests. The difference in employees perception of units indicates that the different
strategies should use for improving them.

1. Introduction:
In recent study, human were attended as an important factor in organizations success. In the way, improving quality of human
resource in service organizations is very essential issue wethere they are most important factor of productivity. Greenberg and Baron
believed that motivation, satisfaction, responsibility and commitment in organizations were provided with quality of work life [4].
Zakerian and et al (2013) in their study showed that quality of work life leads to job satisfaction and managers have an important role
for improving it.Sigry believed that a glad, loyal and productive employee show importance of quality of work life. The most studies
showed that quality of work life affects on behavioral answers of employees such as job satisfaction, work engagement,
organizational identity and job performance. Also in the resent studies were refered that work affects on physical and psychical
situation therefore its nessasary that between work and personal life were balanced. The balance will cause employees transport their
positive emotions to family and society [3]. Muhamad Noor & Adli Abdullah (2012) in their researche among Factory Workers in
Malaysia indicated that job satisfaction, job security and job involvement have significant relationship with quality of work life.
On the other hands, quality of working life indicates a sort of corporate culture or management style that the employees feel
ownership, self-steem and self-responsibility.
In a research Hoseinzade and Naseri (2008) showed organizational justice is themost important factor for survival of organizations
that increases commitment, innovation, positive attitude and reduces tardiness and absenteeism. The concept of justice is mixed with
society and it is essencial basis for effectiveness of organizational process [12].
Yarmohamadian and et al (2013) showed that distribute justice plays a key role for explaningself-assessment of EFQM. Many
researchers in human resources, organizational behavior and industrial/organizational psychology have investigated the effects of
perceived justice because justice processes play an important role in the organization [2].

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The surveying the Impact of Organizational Justice on Quality of Work Life of Administrative Units in Azad University of Mashhad
International Journal of Economy, Management and Social Sciences Vol(3), No (9), September, 2014.

In literature of organization and management, the first time, organizational justice has been used by Greenberg (1987). He believed if
employees perceived justice behaviors, they would have more organizational commitment [7]. Abu Elanain (2010) refers to
employees views of whether they are being treated fairly by the organization.
Colquitt and et al (2001) defines four dimensions for organizational justice as below;
1- Distributive justice that focuses on that to which extent rewards and punishments are related to job performance [13]. Therefore,
distributive justice that focuses on outcomes, is predicted to relate affective behavioral reactions to specific outcomes. If a particular
outcome is viewed as being unfair, it follows that this judgment has an effect on a persons emotions and behaviors [2].
2- Procedural justice that focuses on the perceived fairness of the process which used to make decisions [1].
3- Interactional justice that suggests that perceptions of procedural justice can originate from an organizations procedures and how
those procedures are implemented [20]. It focuses on the interpersonal treatment people receive as procedures are enacted [13].
4- Informational Justice refers to explanation of managers and supervisors about decision makings that affect employees [14].
In present research was used Colquitt and et al model.
Equity theory of Adams that suggests employees make comparisons of their job inputs and outcomes and then compare the outcomeinput ratio with others. If these ratios were equal, they will imagine that justice exist in their organization, their job Satisfaction will
increase [6]. Moghimi and et al (2013) investigate the relationship between organizational justice and quality of work life in public
organizations of Qoam. They indicated positive significant relationship between organizational justice and quality of work life,
correlation analysis for the three components of organizational justice had positive relations with quality of work life.
Both of factors quality of work life, organizational justice depends on perception and ideal condition is difference for everybody [14]
For this reason, many scientists and theorisians investigate quality of work life with different views. One of them is Walton that
believes quality of work life is reactions of employees to work and its reslts in particular personal results such as healthy soul [16].
Walton proposed eight major conceptual categories relating to quality of work life as adequate and fair compensation, healthy and
safe working conditions, immediate opportunity to develop human progress capacities, constitutionalism, opportunities for continued
growth and security, work and total life space, social integration, and social relevance of work life [9]. In this study was used Walton
model.
Kanten & sadullah (2012) in an empirical research on relationship quality of work life and work engagement showed there is
relationship between quality of work life and work engagement. Quality of work life level of white collar differentiates from blue
collar employees.
Totawar and Numbodiri (2011) investigated the relationship between organizational justice, job satisfaction and the mediating role of
quality of work life. The result of this study confirmed the mediating role of quality of work life in relationship between
organizational justice, job satisfaction.
In addition to importance and role human resource in organizations success and also importance of organizational justice, quality of
work life for improving productivity, this study investigates the impact of organizational justice on quality of work life.
The different researches results in different jobs such as nurses in hospital, teachers and professors are different. Therefore results of
this study about administrative units of a public organization can create new prospective in systems of human resource.
Totally, Hypotheses in the study based on the literature and other studies are proposed as follow:

2. Hypotheses:
Main hypothesis- Organizationaljustice is positively related to quality of work life.
Minor hypothesis
1- Distributive justiceis positively related toquality of work life.
2-Interactional justiceis positively related to quality of work life.
3-Procedural justiceis positively related to quality of work life.
4- Informational justiceis positively related to quality of work life.
Conceptual Model:
Organizational justice
Distributive justice
Interactional justice
Procedural justice
Informational justice
Quality of work life

Figure 1- Conceptual Model

Somaye kokabi Saghi *, Hamid Rezae Far, Mohammad Rezae Zabihi, Mehdi Hosseinpour

492

International Journal of Economy, Management and Social Sciences Vol(3), No (9), September, 2014.

3. Research Methodology:
The purpose of this study was to investigates the impact of organizational justice on quality of work life. A total of 290 employees
were randomly selected from Mashhad of Azad University. These employees works in eight administrate units such as education,
medical, research, financial & administration, cultural, reconstruction and student. In the study, two questionnaires were used:
Organizational justice was measured by using four-item scale of Colquitt and et al questionnaire (2001). Quality of work lifewas
measured using an eight- items scale developed by Walton (1973). All the questionnaires were rated by five-point Likert scale from 1
strongly disagree to 5 strongly agree. The alpha values were used to estimate reliability of scales. Alpha reliability was as 0/95 for
Organizational justice and 0.91 for Quality Work of Life.
Data and hypothesess study has been analyzed by Descriptive Statistics and regression model, ANOVA and Duncan tests in SPSS
softwares.

4. Research Findings
The result of descriptive study about underlying variables that drown from SPSS and Excel software showed that 71% of the
respondents were male and 29% were female. Age of 10% of the respondents was 20-30, 45% was 31-40; 39% was 41-50; 5% was
51-60 and 1% more than 61 years old. %23 of the respondents had Diploma, 62% had Bachelor, 14% Master, and 2% PhD. Also, the
results of descriptive statisticshowed that average Organizational Justice in studied university was 42.09 and quality of work life was
43.54. In description of dimensions of organizational justice, the most average related to Informational justice (47.164), Interactional
justice (46.391), Procedural justice (37.811) and Distributive justice (37.027). Also in description of dimensions quality of work life,
the most average related to the social relevance (50.408) and the least average related to Adequate and fair compensation (36.941).
Inferential Statistic and regression Model in SPSS software were used to examine the main hypothesis. Figure 1, 2, also table 1
presents the results of multiple regression analysis that shows the basic assumptions of the model is established. T test and P-value=
0.000<0.05 showed that organization justice affects on quality of work life.
Table 1 result of multiple regression analysis
Parameter
Estimation

Standard
deviation

P-value

Fixed
Regression

1.13

0.08

14.15

0.000

organization justice

0.60

0.03

20.98

0.000

44.025

Figure 2- Assumption of normality variance

in the regression model

Figure 3- Assumption of constant variance

in the regression model

P-value

0.000

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The surveying the Impact of Organizational Justice on Quality of Work Life of Administrative Units in Azad University of Mashhad
International Journal of Economy, Management and Social Sciences Vol(3), No (9), September, 2014.

For investigating the impact dimensions of organizational justice on quality of work life was used to the Pierson correlation
coefficient. The results in table 2 showed there is the significant relationship between all dimensions of organizational justice and
quality of work life (p-value< 0.05 )
Table 2- pierson correlations analysis between
dimensions of organizational justice and quality of work life
dimensions of
organizational justice

Pearson's correlation coefficient to

sample

P-value

quality of work life

Distribute justice

291

0.32

0.000

Procedural justice

291

0.35

0.000

Interactional justice

291

0.25

0.000

Informational justice

291

0.24

0.000

In surveying status of organizational justice and quality of work life in administrative units of Azad university of Mashhad was used
ANOVA, Duncan tests.
Organizational Justice:
As shown in table 3, there is P-Value> 0.05; there is no significant difference between average scores of eight administrative units of
Azad university of Mashhad.
Table 3- the result of ANOVA test for organizational justice
Administrative
units
Research
Student
Cultural
Education
Medical
Reconstruction
Administrative
and Financial
Presidency
total

Descriptive Indexes
Standard
Sample
Average
deviation
29
38.909
12.126
18
37.006
29.312
14
45.963
17.388
51
35.901
13.760
80
43.364
15.704
9
42.319
19.050
69

45.870

21.356

21
291

43.210
42.098

15.450
18.229

P-Value

1.918

283.7

0.067

Quality of Work Life:

As shown in table 4, there is P-Value< 0.05; there is significant difference between average scores of eight administrative units of
Azad university of Mashhad.
Table 4- the result of ANOVA test for Quality of Work Life
Administrative
units
Research
Student
Cultural
Education
Medical
Reconstruction
Administrative
and Financial
Presidency
total

Descriptive Indexes
Sample

Average

29
18
14
51
80
9

40.463
39.887
53.515
38.327
43.115
45.883

Standard
deviation
10.259
19.712
9.267
11.110
12.132
12.693

69

46.818

16.937

21
291

46.837
43.543

14.389
14.109

3.274

P-Value

283.7

0.002

Then for recognizing the difference was used Duncan test. The results were showed in Table 5.

Somaye kokabi Saghi *, Hamid Rezae Far, Mohammad Rezae Zabihi, Mehdi Hosseinpour

494

International Journal of Economy, Management and Social Sciences Vol(3), No (9), September, 2014.

Table 5- the result of Duncan test for Quality of Work Life

= 0.05

Administrative
units

Sample

Education

29

38.327

Student

18

39.887

Research

14

40.463

Cultural
Medical
Reconstruction
Administrative
and Financial
Presidency

51
80
9

43.115
45.833
46.818

45.833
46.818

69

46.837

46.837

P-Value

21

53.515
0.079

0.093

The results of Duncan tests showed there is no significant difference between average scores of seven administrative units of Azad
university of Mashhad as Education, Reconstruction, Research, Presidency, Administrative and Financial, Medical and Student. But
there is significant difference between these administrative units and Cultural. Hence, quality of work life of employees in the
department of Cultural is moreand less in the departmentof education (Table 5).

5. Conclusion
This study showed that there is a significant relationship between Organizational Justice and quality of work life in Azad university
of Mashhad. Similar results were reported in some studies as Moghimi and et al (2013) and Totawar and namburdiri (2011). In mean
time, ther is a relationship between distributive justice, procedural justice, interactional justice and informational justice and quality
of work life. The other result showed there is difference in quality of work life of administrative units as ANOVA and Duncan tests.
There is no significant difference between average scores of eight administrative units of Azad university of Mashhad in
organizational justice.Quality of work life of employees in thedepartment of Cultural is moreand less in the department of
education.The difference in employees perception of quality of work life in other jobs such as nurses, teachers and other place such
as hospital and university was confirmed that is the result of this study that could be used in future studies. Overall, average
organizational justice was estimated low, that should improve in the studied university, because of its role in increasing distributive
justice that canhelp to develop positive thinking of employees and making the organization a better place work. So the allocation of
resources and rewardsto employees should be revised to bring more justice. Also Payments should be based on theneeds,
responsibility, education and experience ofemployees, not onthe relationship with the manager. To increase Procedural justice,
employees should be aware of the causes and consequences of organizations decisions. Also The six principles Lonthal increase
procedural and organizational justice as stable, to avoidbias, precision, reliability reform, representsall the attention, being moral.
University managers should also strengthen the justice information for employees to access information about your business, design,
planning and operational decision-making authority in their field of work. Also the different in perception between various units of
the amount of work indicates that different strategies should use for improving them.

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