عدالت سازمانی

The present study sought to investigate factors affecting the counterproductive employee behaviors in the organization, emphasizing the role of organizational embeddedness, emotional intelligence and psychological ownership in Isfahan Oil Products Distribution Company. It is practical in terms of purpose and descriptive-survey in terms of data collection. The statistical population of the present study was the staff of Isfahan Oil Products Distribution Company (300 people), from which 168 participants were recruited through simple random sampling. The instruments for collecting data in this research were standard questionnaires, and the analysis used was the structural equation modeling technique. The findings of the research showed that organizational justice had a negative significant effect on counterproductive behaviors directly and also through the mediating variable of organizational embeddedness. Also, the effect of organizational justice on organizational embeddedness and the effect of organizational embeddedness on counterproductive behaviors were confirmed. Finally, it was found that, psychological ownership had a moderating role in the relationship between organizational embeddedness and counterproductive behaviors; however, emotional intelligence did not have a moderating role in the relationship between organizational justice and counterproductive behaviors. Therefore, according to the resource conservation theory, organizational embeddedness is considered as a state of resource abundance, and psychological ownership directly affects the value and importance of the available resources; therefore, organizational embeddedness and psychological ownership are important factors in predicting the impact of contextual variables such as organizational justice on employee behavior such as counterproductive behaviors. Organizational justice creates a favorable environment for employees to acquire resources. Also, managers should pay attention to the fact that employees with high emotional intelligence may be less prone to counterproductive behaviors.

 The job well-being of teachers is a critical issue for schools and society (Duckworth et al., 2009, p. 540). Research indicates that high occupational well-being in teachers helps schools stabilize their performance (Creemers & Reezigt, 1996). On the other hand, low job well-being is considered an obstacle to school improvement and educational reforms and leads to increased teacher absenteeism (Parker et al., 2012, 503). Therefore, it seems that the increase in the number of vacations, absences, and late attendance at school indicates the low job well-being of teachers. On the other hand, low levels of organizational justice are closely related to negative job outcomes such as stress, low psychological well-being, and employee turnover (Silva & Caetano, 2014, p. 24). Versteegt et al. (2022) found in their research that job autonomy is an effective condition for the effect of organizational justice on job well-being. Also, studies show that independent employees who determine how to do their work have high psychological and social well-being (Gan & Cheng, 2021, p. 2).If we consider the pattern of organizational justice relationships, job autonomy, and job well-being as a phenomenon, the structure of organizational justice in elementary teachers can play a decisive role in this phenomenon. Elementary teachers who receive and perceive organizational justice in procedural, process, and distributive dimensions and also, have independence in work planning, decision-making, and independence in work methods (Morgeson & Humphrey, 2006) will achieve a positive perception of job well-being. Based on this, the research question is: To what extent does organizational justice, through the mediation of job autonomy, affect teachers' job well-being?

Design/Methodology/Approach: 

The research method was descriptive and correlational. The statistical population of the research was 1748 elementary teachers in Hamedan City in the academic year 2017-2018, and a sample of 316 people was selected by stratified random method. The questionnaires for collecting information were: the job well-being of Parker and Hyett (2011), organizational justice of Niehoff and Moorman (1993), and job autonomy of Morgeson and Humphrey (2006). The validity of the questionnaires was determined using construct validity and confirmatory factor analysis techniques. The research data was analyzed with Pearson correlation coefficient and confirmatory path analysis and with LISREL 3.50 software.

 The first hypothesis: The findings showed organizational justice variable with a path coefficient of 0.26 and t value of 4.33 has a direct, positive, and significant effect on the job well-being variable.The second hypothesis: The findings showed the variable of job autonomy with the coefficient of path 0.46 and t value 5.03 has a direct, positive, and significant effect on the variable of job well-being.The third hypothesis: The findings showed organizational justice with a direct path coefficient of 0.45 and a t value of 4.95 has a direct, positive, and significant effect on the variable of job autonomy.The fourth hypothesis: The findings showed organizational justice variable with an indirect path coefficient due to job autonomy of 0.207 and t value of 3.56 has an indirect, positive, and significant effect on the job well-being variable.The results of the Sobel test showed the mediating effect of job autonomy is significant in the relationship between organizational justice and job well-being.

 The findings showed that organizational justice has an indirect, positive, and significant effect on the job well-being variable due to job autonomy. This means that the increase in the positive perception of elementary teachers towards organizational justice leads to an increase in the positive perception towards job autonomy, and also the increase in the job autonomy of teachers causes the increase in the job well-being of teachers. The findings of the research are aligned with the findings of Versteegt et al. (2022), Majumdar & Kumar (2022), Sora et al (2021), Godwin et al. (2020), Le et al. (2016), Nery et al. (2016), Sahai & Singh (2016), Clausen et al. (2021) ،Gardner (2020), Yang & Zhao (2018), Khan et al. (2021), Zeng & Chen (2022), Butt et al (2017).

The occurrence of unethical behavior, especially in government and public organizations, has become a challenge. The purpose of this study is to investigate the effect of perceived organizational justice in the management control system on unethical behaviors in budgeting with emphasis on considering the role of psychological dimensions. This research is applied in terms of purpose and descriptive-survey in terms of implementation with structural equation modeling approach. The statistical population is the managers of the University of Medical Sciences and hospitals in Sistan and Baluchistan province. The sample was determined using Morgan's table, 169 persons were selected using simple random sampling method. The data collection tool is a questionnaire. The results show that the evidence obtained in reducing unethical behaviors is largely contradictory; So that participation in setting goals, using different performance indicators and the quality of feedback have a positive and significant effect on the desire to create a budget slack; While using the principle of controllability does not have a significant effect on creating a budget slack. The results of the path analysis show that organizational commitment has a negative and significant effect on creation of budget slack and data manipulation. Another result is that the effect of trust in superiors on the creation of budget slack is positive and significant. In addition, participation of managers in determining the goals and the principle of controllability do not have a significant effect on data manipulation, and the use of different measures of the organization's performance and the quality of feedback have a negative and significant effect on data manipulation.

The present research was conducted with the aim of investigating and studying the mediating role of organizational justice in the effect of the glass ceiling on organizational commitment, job engagement and career prospects among the employees of Mashhad Municipality.

it is applied research, and in terms of its method, it is survey-descriptive research. The female employees in Mashhad Municipality are 287 people who constitute the statistical population of this research and the sample size was determined based on Morgan's table, 165 people who participated in the study using the available method. A questionnaire in theoretical foundations was used to collect data. In order to analyze the data, SPSS and Smart PLS software were used.

The results of the research showed that organizational justice plays a mediating role in the effect of the glass ceiling on organizational commitment, job engagement and career prospects in Mashhad Municipality. Also, organizational justice has a direct effect on organizational commitment, job engagement and career prospects of women in Mashhad Municipality.

Focusing on reducing the glass ceiling can improve the perception of organizational justice among employees and, as a result, promote the career prospects, job engagement and organizational commitment.

The behavior of managers in financial reporting is considered as one of the vital and critical components in the performance of an organization. The importance of this issue is undeniable due to the wide consequences it can have on the organization and the general economy. Basically, managers have access to financial information and financial performance of the organization. and are responsible for preparing accurate and honest reports about the financial status of the organization. The findings of the research were identified separately in 5 categories. The model was identified in 6 categories with 23 core codes based on 148 coders. Causal conditions (personal characteristics, communication skills, mental characteristics and moral values), strategies (training, infrastructure, targeting of financial reporting, policy and information technology), consequences (improving the image of the organization, business prosperity and economic productivity), background conditions (knowledge) Specialization, financial discipline, laws and regulations, transparency of information, accountability and accounting status) and intervening conditions (weakness of regulatory institutions, financial pressure, environmental conditions, negligence and neglect and cultural and social conditions) have been designed. The model of fair behavior of managers in order to increase the quality of financial reporting in an organization leads to a combination of actions and policies that not only improves the quality of financial reports, but also strengthens the trust of organization members and other stakeholders in the organization, and with an ethical organizational culture, increases the capabilities of Management is accompanied by paying attention to continuous monitoring and evaluation and promoting organizational transparency and accountability.

The purpose of this research was to investigate the effect of organizational justice on the intention to leave the service of nurses with the role of mediating employee welfare among nurses in Tehran hospitals; which is used from the researcher-made model. Based on the conceptual model of research, organizational justice both directly and indirectly through the welfare of employees can affect the intention to leave the service of nurses. For the investigation, a sample of 300 people was randomly selected from four hospitals (two public hospitals and two private hospitals) in Tehran, including Imam Khomeini and Firouzgar hospitals as public hospitals and Day and Laleh hospitals as private hospitals. The data collection tool was a standard questionnaire with 28 questions whose validity and reliability were confirmed and distributed among the statistical population. Data analysis was done using descriptive statistics and inferential statistics. At the level of descriptive statistics, indicators such as abundance and percentage of abundance; At the level of inferential statistics, correlation methods, structural equation models, and path analysis have been performed; For this purpose, spss and P.L.S softwares were used. Based on the results of the research, it was comcladed that the more favorable the organizational justice situation is in a hospital, the less nurses of that hospital think about leaving their jobs or the hospital where they work; they will be. Organizational justice with a path coefficient of 0.791 had the greatest impact on the well-being of nurses, and the perception of well-being on the part of nurses leads to fewer of them leaving the hospital. (p<0.05).

The aim of this study was to examine the role of the dimensions and components of the employee compensation system in explaining the variance of organizational citizenship behavior (OCB) (Case Study: General Tax Office of Kerman Province). 

This research was applied in purpose and descriptive-correlational in terms of method. Data were collected through standardized questionnaires. The compensation system questionnaire included four dimensions: managerial, organizational, psychological, and social. The OCB questionnaire included 15 dimensions, both using a 5-point Likert scale. The statistical population consisted of all employees of the General Tax Office of Kerman Province, and random sampling was used to select the participants. 

The results showed a significant and positive relationship between the dimensions of the compensation system (managerial, organizational, psychological, and social) and OCB. These dimensions simultaneously explained 39.5% of the variance in OCB. Moreover, psychological and managerial components had the greatest impact on OCB. 

This study demonstrated that the employee compensation system, particularly its psychological and managerial dimensions, has a direct influence on enhancing organizational citizenship behavior. Organizations that focus on improving their compensation systems can expect an increase in extra-role behaviors and greater employee participation. It is recommended that organizations pay special attention to designing and implementing fair and supportive compensation systems.

The role of human resources in organizations is undeniable, and examining variables related to it, such as justice, becomes doubly important. The purpose of this research is to explore the organizational justice in Sepehr banking network.

This research is practical in terms of purpose. The statistical population included all managers and experts working in private banks, and 120 people were selected as the statistical sample of the research. A researcher-made questionnaire was used to collect data, and its validity and reliability were confirmed.

The findings showed that the level of feeling of organizational justice is medium to high. The results of comparing the dimensions of organizational justice by two groups of experts and managers showed that in both groups, the highest level of sense of justice was related to informational justice and the lowest level was related to distributive justice. The results of the comparison of organizational justice indicators showed that experts had the highest sense of justice from "the presence of constructive communication" and managers from "improving the atmosphere of work groups".

The implementation of organizational justice in the banking network can increase employee satisfaction, organizational commitment, and customer trust.

The purpose of this research is to investigate employees' perception of organizational justice and its relationship with organizational commitment in Shiraz University. Research methods can be divided according to the two criteria of the research objective and the method of data collection. Based on the purpose of the research, this research is of the type of applied research and based on the method of data collection, it is of the type of survey research. The method of carrying out this research is descriptive and because the relationship between variables is studied in it, it is of the correlation type, which is implemented among the employees of Shiraz State University. In this research, structural equation modeling has been used to analyze the collected information. The results of the analysis showed that the relationship between organizational justice variables and commitment was confirmed. According to the results obtained in the main hypothesis of the research and the confirmation of this hypothesis that there is a significant relationship between employees' perception of organizational justice and organizational commitment, it is suggested that the greater the organizational commitment, the better the business performance, the increase in profitability, the improvement of productivity, It leads to employee retention, customer satisfaction metrics, increased customer enthusiasm, and most importantly, improved workplace culture.

Leaders’ expression of moral anger is considered very important in curbing unethical behaviors and maintaining an ethical environment in organizations. However, how and the mechanism of its effect is unknown. The purpose of this research is to evaluate the effect of leader moral anger on trust in leader, perceived integrity and organizational justice considering the moderating role of Islamic work ethics. The statistical population of this research was employees working in selected hospitals of Isfahan province. 320 questionnaires were distributed, of which 272 correct questionnaires were used for data analysis. Questionnaires from Shao (2019), Schoorman et al. (2016) and Mayer and Davis (1999), Mayer and Gavin (2005), Colquitt et al. (2022), and Ali (1988) were used to measure the leader moral anger, perceived integrity, trust in the leader, perceived organizational justice, and Islamic work ethic, respectively. The reliability of the questionnaire was confirmed by the Cronbach’s alpha method and its validity by the factor analysis method. Structural equation modeling and SmartPLS software were used to test the research hypotheses. The results showed that the leader moral anger has a positive and significant effect on trust in leader, perceived integrity and organizational justice. Also, the leader’s perceived integrity has a positive and significant effect on trust in leader and perceived organizational justice. In addition the results showed that Islamic work ethics has a moderator effect in the relationship between leader moral anger and perceived integrity. Overall, the research findings suggest that the leader moral anger can have positive consequences for both the leader and the organization.

This study aimed to develop a comprehensive model of quality of work life based on organizational justice, organizational optimism, and organizational resilience among employees of the Education Departments in Tehran.

The research employed a mixed-method (qualitative-quantitative) approach. In the qualitative phase, semi-structured interviews were conducted with 15 experts in management and sociology, and the initial data were collected and analyzed. Following this, a questionnaire was designed based on the qualitative findings and distributed among 450 employees of the Education Departments in Tehran. Data analysis was conducted using Structural Equation Modeling (SEM) and the AMOS and SPSS software.

The findings revealed that all three variables—organizational justice, organizational optimism, and organizational resilience—are significantly related to the quality of work life. Organizational justice was identified as the strongest predictor of quality of work life, while organizational optimism and organizational resilience also had direct and indirect impacts on improving quality of work life. Additionally, organizational justice played a mediating role in the relationship between organizational optimism and resilience with the quality of work life.

The results of this study indicate that attention to organizational justice, organizational optimism, and organizational resilience can lead to an improvement in the quality of work life for employees in educational organizations. It is recommended that managers strengthen these variables to create a supportive and positive work environment, thereby enhancing employee satisfaction and commitment.

The present research was conducted with the aim of exploring and explaining organizational factors affecting third-party liability insurance violations in the Iranian insurance industry.

The current study is based on a descriptive-exploratory mixed methodology. The statistical population of the qualitative part of the study includes experts from the fields of insurance management and economic sociology and development. The survey was conducted using a purposive and snowball sampling method of 26 experts until saturation. The statistical population of the quantitative part of the study included employees of Tehran insurance companies. A total of 354 people were selected as a statistical sample using a cluster sampling method. The instrument for data collection was semi-structured interviews with experts in the qualitative part and questionnaires in the quantitative part. The validity of the questionnaire was confirmed by form and content methods and its reliability by the Cronbach's alpha method. The data from the qualitative part of the study was analyzed using the thematic analysis method and the data from the quantitative part using confirmatory factor analysis with the Amos21 software.

Based on the results of the qualitative part, a total of 52 basic themes, 18 organizing themes and 5 inclusive themes (organizational justice, organizational commitment, informal organization, organizational culture and legality) were identified. According to the results of the quantitative part, organizational justice and organizational commitment have a negative and inverse effect with -0.84 and -0.56, respectively, and the variable of informal organization has a positive and direct effect with 0.54 on the violations of employees of insurance companies operating in the field of third-party liability insurance. The variable of organizational justice had an effect on the violations of insurance company employees through the influence on organizational commitment and informal organization.

Based on the research findings, it is suggested that the organizational factors presented in this study should be considered in the strategic plans of the insurance industry in addressing insurance violations and should be emphasized by insurance companies. In the area of organizational justice, it is suggested that in order to restore organizational justice, the mentioned values should be considered among the employees of the insurance companies and the implementation of justice in the organizational processes. In terms of organizational commitment, it is suggested that the dimensions of organizational commitment considered in this research should be considered as a basis for improving the organizational commitment of employees. In relation to informal organization, it is also suggested that if there is a positive attitude towards informal organizations, their existence should be used in line with the objectives and strategies of insurance companies.

The present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of Farhangian University of West Azarbaijan Province. The present study is applied in terms of aim and descriptive of survey-causal type in terms of nature. The statistical population of the study included all 96 employees of Farhangian University of West Azarbaijan Province. They were selected using the census method. The field method was used for collecting data. Cunningham's standard talent management questionnaire (2007), Niehoff and Moorman's (1993) organizational justice questionnaire, and Dick and Metcalfe's (2001) organizational commitment questionnaire were used as research tools. The data were analyzed using partial least square structural equation modeling (SEM) in Smart PLS Software. The analysis of the collected data revealed that talent management affects organizational justice by 83% and employees' organizational commitment by 42% Organizational justice has a 48% effect on organizational commitment. Also, the Sobel test revealed that talent management with the mediating role of organizational justice affects employees' organizational commitment by 4.21. Thus, based on the statistical results, all research hypotheses were confirmed and it was concluded that organizational justice plays a mediating role in the relationship between talent management and the organizational commitment of employees.

The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.Extended abstractIntroductionJust as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province? Theoretical FrameworkOrganizational CultureCulture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).Normative and individual variablesIn the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.Research methodologyThis research is applicable in terms of purpose, qualitative in terms of execution

descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.Research findingsThree types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.ConclusionThe present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.According to the results obtained in three dimensions, the following suggestions are presented:- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.

Vignette method is one of the data collection tools in quantitative and qualitative research that is used especially in extracting values, beliefs, attitudes and also obtaining sensitive and ethical information of research participants .Common data collection tools such as questionnaires, interviews and observations are subject to challenges that the reflective method tries to reduce as much as possible: Researcher's bias in power asymmetry, The challenge of interpreting the message, Lack of trust in the researcher, groupthink, The challenge of the abstractness of the participant's answer and ...In this article, an attempt has been made to examine the different aspects of the reflective method and its strengths and weaknesses in the field of social research through the literature review. While referring to the definition, purpose, scope of application and the roots of the desire for this method, the design steps of a reflection are also fully described. Also, an example of the application of this method in the matter of measuring the perception of organizational justice is also provided.

This research was conducted in order to investigate the behavioral factors affecting the promotion of the organizational identity of the Organization of Cultural Heritage, Tourism and Handicrafts of Tehran Province. The research method used in this study is descriptive and correlational in terms of its applied purpose, quantitative in terms of data type, and in terms of data collection method. The statistical population of this research consists of all employees of the Organization of Cultural Heritage, Tourism and Handicrafts of Tehran Province, whose number is about 2500 people. The sampling method in this research is a simple sampling method.From the mentioned statistical population, according to the sampling criteria (based on the sampling method listed in Morgan's table), 308 people were selected as the research sample, and then using a researcher-made questionnaire in four dimensions and 32 items, adjusted according to a five-point Likert scale. , and the extracted items have been questioned in the statistical sample of the research. In the descriptive statistics section, the description of the data is presented in two sections, background variables and main variables, and in the inferential statistics section, in order to check the hypotheses from the K-test Square (Chi-square) has been used. According to the research data, it can be said that there is a positive and significant relationship between the behavioral factors of organizational justice, job satisfaction, job security and organizational health and the organizational identity of the Cultural Heritage, Tourism and Handicrafts Organization of the province. .

The current research was conducted with the aim of investigating the status of organizational justice. Due to the nature of the data, the current research is a survey type in terms of the implementation method. The statistical population includes all managers and experts working in the state bank and the sample size was 120 according to Morgan's table, which were selected by stratified sampling. The data collection method was a researcher-made questionnaire, which was used to check face validity and Cronbach's alpha coefficient was used to check reliability. SPSS and AMOS software were used for data analysis. The results showed that the level of organizational justice is low at the average level, the highest level of justice perception is related to the procedural dimension and the lowest level is related to the informational justice dimension. Also, the results showed that the strongest relationship is between "interactive and informational justice" and the conceptual model of organizational justice has a model fit.the highest factor loading among all indicators is related to “the fairness of the compensation method” and in all dimensions managers had a better evaluation than experts.

The quality of work life as one of the effective components of human resource management can make any organization, especially creative organizations, successful in reaching their goals. One of the important and effective indicators of the culture of organizational excellence is the quality of work life, which is considered one of the components of performance improvement. The improvement of this index leads to the alignment of employees and the organization. While this variable is of special importance for employees, it is considered one of the tools of the organization to achieve its goals. The quality of work life in any organization is affected by various factors that can affect its level in different ways. Among these factors, we can mention the existence of organizational justice and employees' perception of it. Employees' perception of justice in the organization affects the employees' feelings, attitudes, beliefs and behavior and ultimately, it will be effective on the organization's performance, durability and output. Managers, especially in creative organizations such as media organizations, need to create a proper understanding of justice in their employees to promote progress, improvement and dynamism. Organizational justice in media organizations such as the Islamic Republic of Iran Television Network will have an undeniable effect on the quality of work life of its employees and, further, on the performance and results of this television network. In any creative organization that seeks to improve the quality of life of knowledge seekers and expand educational justice, it seems necessary to pay attention to organizational justice and the quality of the work life of employees and, as a result, the relationship between these two factors. Therefore, in the course of this research, an attempt has been made to examine the dimensions of organizational justice among the employees of this network and to investigate its relationship with the quality of work life.

This research is descriptive in terms of approach (correlation), applied in terms of purpose and quantitative in terms of measurement and analysis method. Its statistical population is the employees of the Television Education Network of the Islamic Republic of Iran, using Powersample software, 64 of them were selected and analyzed as a sample by a simple random method. Survey method and questionnaire tool were used to collect data. In this questionnaire, the standard test of Niehoff and Moorman (1993) was used to measure organizational justice, and the standard test of Walton (1973) was used for the quality of work life. To measure the validity of the collection tool, the face validity method was used and to determine its reliability, Cronbach's alpha coefficient was used. Data analysis was done using SPSS statistical software. For this purpose, due to the normality of the data, Pearson's correlation coefficient was used to test the research hypotheses and the determination coefficient was used to check the effect.

The findings of the research indicate that in terms of understanding organizational justice, 3.1% of employees have expressed a very low level, 21.9% low, 40.6% moderate, 28.1% high and 6.3% very high. It should be noted that in the continuum 1-5, distributive justice has the highest rank among the components of organizational justice, with an average of 3.5, followed by procedural justice and transactional justice, both with an average of 3. Also, these findings show that in terms of quality of work life, 4.7% of employees are at a low level, 25% are at an average level, 62.5% are at a high level, and 7.8% are at a very high level. It should be noted that among the components of the quality of working life, fair and adequate payment has the highest rank with an average of 4.26, followed by legality in the organization and social integration and cohesion with an average of 4, and then the development of human capabilities with an average of 3.65. , providing the opportunity for continuous growth and security with an average of 3.64, safe and healthy work environment with an average of 3.34, general life atmosphere with an average of 3.21 and finally social dependence of work life with an average of 3. Based on the results of the research hypothesis test, with a 1% error, it can be said that there is a direct and significant correlation between organizational justice and its components with the quality of work life. This correlation has been reported in the case of the distributive justice component at a weak level and in other cases at an average level. In other words, the more the level of organizational justice and its components increases, the quality of the work life of employees will also improve. The coefficient of determination indicates that about 10% of changes in the quality of work life are influenced by the distributive justice component, about 20% by the procedural justice component, and about 20% by the relational justice component

The quality of working life and its components are affected by various factors, including organizational justice. The results of the research confirm the direct and positive relationship between organizational justice and its components and the quality of work life of employees in the Islamic Republic of Iran's television network. The relationship between the variables of organizational justice and the quality of work life, in addition to the nature of communication under the effective components of human resource management, is also the focus of attention from the perspective of social exchange theory. "Comparing" as an important component in the theory of social exchange and measuring its profit and loss is one of the foundations of people's judgment about relationships. Organizational justice and quality of work life are formed in the structure of relationships in the organization. It can be argued that improving employees' perception of organizational justice will increase the quality of work life and, as a result, increase job satisfaction, increase productivity, strengthen the foundation of the organization, and ensure the achievement of organizational goals.