The relationship between perceived organizational justice and satisfaction with pay levels

Transcription

1 Advances in Information Technology and Management (AITM) 296 Vol.2, No.3, 2013, ISSN Copyright World Science Publisher, United States The relationship between perceived organizational and satisfaction with pay levels 1 Farshad Balochian, 2 Mohammad Reza Jaber Ansari, 3 Saeed Balochian 1, 2 Brojertd Branch, Islamic Azad University, Brojerd, Iran *3 Gonabad Branch, Islamic Azad University, Gonabad, Iran Abstract Organizational refers to employees perceptions of fairness and equalities in the behaviors and working relationships. Several studies indicate that an increased sense of is effective on different aspects of organizational behavior. Accordingly, this study examines the relationship between perceived organizational and satisfaction with pay levels among experts in a governmental organization and tries to explain the relationship between perceived organizational (distributive, procedural, and interactional, information) and the level of satisfaction of payments. Sampling method is simple random. The statistical population includes 54 experts in a governmental organization in Ilam. Research is descriptive and correlational, and in order to collect data, questionnaire on organizational in the book of Mohammad Moghimi and questionnaire on level of payment of coral and Cohen (2005) was used. Reliability was tested by the Cronbach's alpha for organizational (87.3), and for the satisfaction with level of payment (0.70), respectively. Findings showed that There is a significant relationship between organizational, distributive, procedural, information, and interactional on the one hand and satisfaction with pay level on the other one (p <./.5). Keywords inter-organizational, distributive, procedural, informational, interactional 1. Introduction Many of us have encountered in their lifetime with employees do not have satisfactory understanding of organizational life. This dissatisfaction is different from the individual structural elements of these factors which can have detrimental effects on the organizational labor process. A very important structural factor on employees behavior is perceived or in in the organization which has caused many studies in the field of organizational behavior. In and unfair distribution of gains leads to falling staff morale and undermine their activity; therefore, the and fairness is a key factor to survival and development of the organization's employees. Therefore the main duty of the management is to maintain and develop the fair conduct of directors, and a sense of in employees. Applying is important, in particular, for some management practices (distribution of rewards, promotion, and assignment) with each employee. In development process and more importantly in shaping a fair sense of personnel, understanding of how behaviors impact on employee motivation and satisfaction each dimension of is important. With a good understanding of how to achieve effective organizational on satisfaction with pay levels, managers find the possibility of appropriate actions in order to develop a sense of fairness in the organization, planning and management. Hence, the aim of this study is to gain this knowledge through empirical test of organizational on 2. Literature review In literature on organization and management, the term of organizational originally developed by Greenberg (1987) [1]. For Greenberg, organizational is associated with perceptions of the fairness in the organization. He used the term to describe and interpret ate fairness in the workplace applies (Greenberg, 1990)[1]. In classification of organizational several concepts are important including concepts of distributive, procedural, and interactional, and information. Distributive represents perceived about the value of the rewards are distributed among the people (Robbins, 2001)[2].

2 Farshad Balochian, et. al., AITM, Vol. 2, No. 3, pp , Distributive is not limited to the fairness of the payments, but the consequences of the spread of corporate promotion, rewards, punishments, business applications, benefits and performance evaluations. in other words, distributive refers to the wide range of attitudes and perceived fairness of outcomes and the distribution and allocation of outputs compared with the performance of the employees and their inputs[3]. Procedural is the perceived from of the process which is used to determine the distribution of rewards (Robbins, 2001). Based on this, procedures are perceived fair when they are fixed irrespective of selfinterest and are applied based on accurate information. Interests of participations in all parts of the organization should be considered, and shall also comply with ethical norms, standards and procedures adopted by the fair administration of. Regardless of the basis and content of the law should be fair, the process should be fair too, and it may result in a third type of organizational, which is called interactional (communicational). Interactional (communicational) Justice is a method of organizational is conveyed by subordinate supervisors (Scandura, 1999). Research indicates that employees in organizations that believe that the decision making process is unfair, organizational commitment is gradually decreased and displacement and leaving work is increased, and ultimately Organization performance has also declined[4] Information Justice It implies that the distribution of information about the procedures, interaction and distribution of the results should be fair; today, information is one of the most respected investments in human capital and economic development (cocoyit et al, 2001). As stated above, information affects the integrity and perception of fairness and and focuses on behaviors (Till and Karren, 2010) and the continuous changes in environmental dynamics, and complexity of services in a diverse and changing environment, has intensified the need for satisfactory and motivated employees for most organizations[5]. job satisfaction includes assessments of job of different individual expectations[6] Locke considers job satisfaction as feelings of psychological evaluations of the quality of one's job or job experience [7]. Spector (1997) defines job satisfaction as people feeling about their jobs in general, and it considers the different aspects [8]. He outlines six important dimensions of job satisfaction: satisfaction with the organization (organizational commitment), job satisfaction, and satisfaction with supervision, satisfaction with coworkers, satisfaction with the rights and benefits and satisfaction with the promotion. Organizational commitment is among the important factors affecting organizational behavior. Looking at the relationship between agencies and personnel views, numerous researches has indicated significant effect on employees' attitudes toward equality and in organizations on various aspects of organizational behavior, such as job satisfaction. In addition to research and efforts have taken place in the past by theorists, and the importance of attitude, based on the equity, new research and studies conducted in this area indicate that employees feel are more unequal than other employees, have less lower job satisfaction [5], this perception has decreasing effect on performance of employees [9]. Flagr and Konowsky (1989) found that perceptions of distributive is significant related with increase in pay satisfaction and job satisfaction [10], as well, increase in the positive perception of organizational affects employees' variety of behaviors, including the commitment to organization [11], organizational civil behavior [12], the employees absences [9], their confidence to managers [13], working relationships with co-workers [14], knowledge sharing and organizational performance and productivity [11]. The feeling of deprivation and inequality cause some psychological and behavioral effects on employee satisfaction, job stress and absenteeism [14]. Randerman and Alexander (1997) also emphasized that sense of procedural and distributive tends to have the direct effect on move and leave of employees. Moreover, the sense of job satisfaction, has been effective on trust in management, organizational conflict level, level of tension / stress, and evaluations of supervisors [15] However, few studies examine the difference between effects of aspects of feeling organizational on job satisfaction (in this research will be mentioned in the Discussion section). Except for a few studies, most studies have been made of what this item reached during the main objective [15], so besides the results of research in the field of organizational and satisfaction with the level of pay, the objective of this study is determination of the relationship between perceptions of organizational and satisfaction with pay levels. The results of this research will lead to a better understanding of organizational dimensions and angles, their impacts and how to improve the organization. Thus the development and maintenance of fair behavior and perceptions of fairness in organizations is essential for personnel and departments to promote positive employee attitudes, commitment and loyalty, recent findings, and collective effort and individual performance. Development and planning for appropriate actions is necessary to understand the various dimensions of organizational and their impact on the attitudes and behaviors of employees. The problem is that how each dimension of organizational (distributive, procedural, and interactional, informational ), is effective on the on satisfaction with payment level, and this is the aim of our study. 3. Research hypotheses The main hypothesis: There is a relationship between organizational and Secondary hypotheses: 1 - There is a relationship between procedural and pay 2 - There is a relationship between distributive and

3 Farshad Balochian, et. al., AITM, Vol. 2, No. 3, pp , There is a relationship between informational 4 - There is a relationship between interactional 4. Research Methodology Based on the analysis of research data, this research is of correlation type. Population includes 54 experts from governmental organization. Statistical sampling method is simple random sampling. To analyze the data and test the hypotheses and research questions, inferential statistics including correlation test, ANOVA test and linear regression analysis is used. Correlation analysis is performed using the spss software. In order to collect data some questionnaire were used. For assessment organizational questionnaire presented in the Moghimi s book, Journal of Management Volume 3, and satisfaction questionnaire in the source of the Coral Cohen, (2005) are used. 5. Findings There is a relationship between informational conclude that a significant relationship is not due to chance and coincidence. It is also strongly related to organizational (0.714), distributive (0.738), Procedural (0.556), Informational (0.609), Interactional (0.405) in. Nevertheless our hypothesis is accepted and null hypothesis is rejected based on the lack of relationship between these variables. 6. Results of regression analysis Multivariate Analysis This section discusses the results of the regression analysis. Organizational was considered as a predictor of job satisfaction and pay level. Table 2. Input variables method, multiple correlation coefficient, coefficient of determination, standard error, significance level, the modified coefficient of determination input variables method multiple correlation coefficient R coefficient of determination R Square standard error Std. Error of the Estimate significance level Sig the modified coefficient of determination Adjusted R Square Factors Table 1. Findings extent (r) Satisfaction pay level Significance level(sig) with Total(f) ENTER The following table shows the regression coefficients on the factors affecting satisfaction with pay levels among the study population. Table 3. Multivariate Regression Organizational Distributive Procedural Informational Communicationa l In table 1, Pearson Correlation coefficient between organizational, distributive, procedural, informational, communicational and satisfaction with pay levels are shown in terms of severity, significance level and number of respondents which confirms the following result: There is no relationship = H0 There is a relationship = H1 The results of the data analysis indicate significant positive relationship between organizational, distributive, procedural, informational, interactional and satisfaction with pay levels. Since the significance level obtained (0.000) is less than the given significance level (0.05), We can variables Constant measure Organizational Regression coefficient B Standard error Std. Error Beta Beta t test Significance level Sig Table 2 indicates multiple regression coefficients to predict the level of pay satisfaction among the study population (organizational ) s. Determining factor of (0.510) is obtained. This indicates that the (0.510) of the changes in satisfaction can be stated according to organizational. The data in Table 3 show the coefficients and significance of factors affecting the satisfaction with level of payment. Column of standardized coefficients (β) is the influence of variables on

4 Farshad Balochian, et. al., AITM, Vol. 2, No. 3, pp , Table 4. Input variables method, multiple correlation coefficient, coefficient of determination, standard error, significance level, the adjusted coefficient of determination. input variables method multiple correlation coefficient R coefficient of determination R Square standard error Std. Error of the Estimate significance level Sig the modified coefficient of determination Adjusted R Square ENTER variables Constant measure Procedural Distributive Informational Interactional Table 5. Multiple regressions Regression coefficient B Standard error Std. Error Beta Beta t test Significance level Sig Table 4 shows the coefficients of the multiple regressions to predict the level of pay satisfaction among the study population (organizational ). Determining factor of (0.635) is obtained. This indicates that the (0.635) of the changes in satisfaction can be stated according to organizational. Table 5 shows the regression equation is linear because the significance level is lower than (0.05). 7. Discussion and conclusion To investigate the relative importance of independent variables in predicting the dependent variable the amount of beta or standardized coefficient should be examined. According to the table data it can be said that role of distributive is more than other variables. The more is the beta the more its role in predicting dependent variable. Consequently, the first hypothesis Of this thesis entitled "The relationship between distributive and satisfaction with pay levels has been introduced. The results of the data analysis indicate significant positive relationship between distributive Since the significance level obtained is less than the given significance level (0.05), we can conclude that a significant relationship is not due to chance and coincidence. The extent of this relationship is strong (0.738). Nevertheless the above hypothesis is accepted and the null hypothesis that there is no relationship between the variables is rejected. The research by Flager and Konowsky (1989) showed that the perception of distributive is not significantly related to satisfaction with pay levels and job satisfaction. In another study by Seyed Reza Seyed Javadein; (1386) entitled Understanding the influence of organizational on job satisfaction and organizational aspects, it was shown that the effect of distributive on satisfaction of the payments is not significant. In another study by Robert Till; (2010), Sweeney (1992), Konowsky; (1998) it was realized that the concepts of distributive and satisfaction with pay levels are related. The second hypothesis between procedural and satisfaction with pay was a positive relationship between procedural s and pay level satisfaction. (Significance level = 0.000). The intensity of the relationship is (0.556). Thus it can be In a study by Tremblay and others (2000) it was shown that there is a significant relationship between procedural Another study by Robert Till; (2010) showed no significant relationship between procedural and In another study by Seyed Reza Seyed Javadein; (1386) entitled Understanding the influence of organizational on job satisfaction and organizational aspects it was shown that the effect of procedural on satisfaction of the payments is significant. The third hypothesis: between informational and satisfaction with pay was a positive relationship between procedural s and pay level satisfaction. (Significance level = 0.000). The intensity of the relationship is (0.609). Thus it can be In a study by Robert Till (2010), it was shown that there is a positive and significance relationship between procedural and pay level satisfaction. The fourth hypothesis: between interactional and satisfaction with pay was a positive relationship between procedural s

5 Farshad Balochian, et. al., AITM, Vol. 2, No. 3, pp , and pay level satisfaction. (Significance level = 0.002). The intensity of the relationship is (0.405). Thus it can be In a survey by Seyed Reza Javadein; (1386) a lack of relationship between interactional and satisfaction with pay level was found. In a survey by Robert Till, (2010) research findings indicate that there is significant and positive relationship between interactional and The findings of this research include remarkable and important points. The results imply the important role of organizational as an important stimulating tool for expressing favorite organizational behavior. Therefore, it is necessary for organization managers to regard this fact in their considerations. Perceived organizational is a modern managerial concept which is shaped in favor of human resources. Thus, it is highly recommended to consider this concept to gain many benefits for the organization. References [1] Greenberg J., Organizational : Yesterday, today, and Tomorrow, Handbook of Industrial and Organizational Psychology, Chicago: Rand McNally, 1990 [2] Robbins S.P., Organizational Behavior, New Delhi Prentice Hall Inc, 2001 [3] Lambert, Eric, The impact of organizational on correctional staff, Journal of criminal, vol.31, issue 2, 2003 [4] Sitter, Victoria L., Communication style as a predictor of interactional, International leadership studies conference, 2003 [5] Goodman P., Friedman A., An examination of Adam s theory of inequity, Administrative Science Quarterly, 16, 1971, [6] Smith P.C., Kendall L.M., Hulin C.L., Measurement of satisfaction in work and retirement, Chicago:Rand Menally, 1967 [7] Locke, E. A., The nature and causes of job satisfaction, In M.D. Dunnette (Eds.), Journal of Management, 16,(2), 1976, [8] Spector P. E., The role of furstion in anti social behavior at work, In R. A, thousand Oaks. Perspectives on Justice: Theory and Applications, New York: CambridgeUniversity Press, 1997, [9] Hoffmann, Dispute Resolution in a Worker Cooperative: Formal Procedures and Procedural Justice, Law & Society Review, March [10] Moorman, R.H., Relationship between organizational and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?, Journal of Applied Psychology, : [11] Randall D. M., The Consequences of Organizational Commitment: Methodological Investigation Journal of Organizational Behavior, No. 11, 1990 [12] Williams S., Pitre R., Zainuba M., Justice and organizational citizenship behavior intentions: fair rewards versus fair, Journal of social Psychology, 142 (1), 2002 Feb, [13] Patterson M., Warr P., West M., Organizational and company productivity, Journal of Occupational and Organizational Psychology, 2004, 77 [14] Martin, C. L., & Nagao, D., Some behavioral consequences of computerized interviewing, Journal of Applied Psychology, 74,(1),1989, [15] Alexander S., Ruderman M., The role of procedural and distributive in organizational behavior, Social Justice Research, 1, (2),