Universal Journal of Management Vol. 2(3), pp. 132 - 137
DOI: 10.13189/ujm.2014.020304
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An Investigation of the Impact of Organizational Justice Dimensions on Job Satisfaction (Case Study: An Iranian Bank)


Ehsan Abasi 1,*, Rahmatollah Mohammadipour 2, Mohammad Aidi 3
1 Department of Management, Science and Research Branch, Islamic Azad University, Ilam, Iran
2 Department of Accounting, Science and Research Branch, Islamic Azad University, Ilam, Iran
3 Department of Management, Ilam University, Ilam, Iran

ABSTRACT

Organizational justice has shown to be a predictor of many behavioral outcomes. Thus it should be taken into account by the managers seeking to maximize the job satisfaction of their employees. The purpose of the present study was to examine the impact of organizational justice dimensions on job satisfaction of the employees working at an Iranian bank (bankSepah) in the city of Ilam. The sample consisted of 110 participants from which 105 questionnaires were collected. The results showed that the three dimensions of organizational justice including distributive, procedural and interactional justice were significantly related to overall job satisfaction of the employees. From the three dimensions distributive justice was the strongest predictor. It was also found that the female employees were more satisfied with the job relative to the male co-workers.

KEYWORDS
Organizational Justice, Distributive Justice, Procedural Justice, Interactional Justice, Job Satisfaction

Cite This Paper in IEEE or APA Citation Styles
(a). IEEE Format:
[1] Ehsan Abasi , Rahmatollah Mohammadipour , Mohammad Aidi , "An Investigation of the Impact of Organizational Justice Dimensions on Job Satisfaction (Case Study: An Iranian Bank)," Universal Journal of Management, Vol. 2, No. 3, pp. 132 - 137, 2014. DOI: 10.13189/ujm.2014.020304.

(b). APA Format:
Ehsan Abasi , Rahmatollah Mohammadipour , Mohammad Aidi (2014). An Investigation of the Impact of Organizational Justice Dimensions on Job Satisfaction (Case Study: An Iranian Bank). Universal Journal of Management, 2(3), 132 - 137. DOI: 10.13189/ujm.2014.020304.