أثر العدالة التنظيمية على الأداء الوظيفي : الروح المعنوية العامل الوسيط دراسة تطبيقية على شركات الأسمنت في سلطنة عمان
This quantitative study investigates the impact of organizational justice on job performance: morale is the intermediate factor in cement companies in the Sultanate of Oman. As the cement sector is considered one of the key sectors in the Sultanate of Oman that should meet the needs of individuals w...
Saved in:
| Summary: | This quantitative study investigates the impact of organizational justice on job performance: morale is the intermediate factor in cement companies in the Sultanate of Oman. As the cement sector is considered one of the key sectors in the Sultanate of Oman that should meet the needs of individuals working in the sector by applying organizational justice, which in turn influences the job performance and the morale of employees in the sector, in a manner that is reflected on the growth and performance of cement sector companies. This is due to the importance of the impact that the employees’ feeling of justice or injustice can make in the workplace, which may lead to the decline of organizational performance levels, no matter the power of all the other components of the administrative process. The research problem is represented in identifying the impact of organizational justice on job performance: morale is the intermediate factor. In view of this, the research aims at diagnosing the impact of organizational justice, with its dimensions, on job performance with its dimensions through morale as an intermediate factor. The research has adopted the Equity Theory of John Stacey Adams (1963), in order to set up the theoretical study model, in addition to the analytical descriptive approach as it suits this study. In order to achieve these objectives, the researcher has developed a questionnaire that contains (35) statements that were distributed to three axes: organizational justice as an independent factor including three dimensions (distributive justice, procedural justice, and interactive justice). And job performance as a dependent factor including three dimensions (fulfilment of tasks, accuracy of work, and amount of accomplished work), as well as morale as an intermediate factor. The research population included all the employees working in the cement companies in the Sultanate of Oman, and the number of research sample reached (692) workers in the cement companies. Furthermore, the study adopted the comprehensive sample technique due to the small number of the research population. As the scale was designed based on the previous studies and subjected to several tests to ensure its ability to measure the relations of this research. In order to achieve this objective, the descriptive statistics, correlation coefficients, and regression analysis using (SPSS & AmosV25) programs were used to analyze and process data statistically. Moreover, the research has reached several results including: there was a positive impact of organizational justice with its variables on job performance with its dimensions, which emphasizes that paying more attention to organizational justice will help positively impact the job performance level of employees working in cement companies. In addition, there was a positive impact of organizational justice with its variables on morale, which emphasizes that paying more attention to organizational justice will impact the morale of employees working in cement companies. Furthermore, there was a positive impact of morale on the job performance with its variables, which indicates that paying more attention to the employees’ morale will help positively impact on the job performance level of employees working in cement companies. In addition, there was a positive impact of organizational justice with its variables on job performance with its variables through morale, which emphasizes that morale intermediates the relation partially between organizational justice and job performance. |
|---|