The Relationship Between Organizational Justice and Work Life Quality and Organizational

The Relationship between Organizational Justice and Work Life Quality and Organizational Deviations : Perspectives of Sports Managers in Public Departments in Orumiyeh

1Behnaz Armannia, 2*Hamid Janani

1Department of Sport Management, Tabriz, Islamic Azad University, Tabriz,Iran

2Associate Professor, Islamic Azad University, Tabriz branch,Tabriz,Iran

(Corresponding Author)*

Abstract:

This study aimed to investigate the relationship between organizational justice and work life quality and organizational deviations from the perspective of sports managers in public departments in Orumiyeh. The population consisted of all sports managers in public departments in Orumiyeh (N= 105). Due to limited number of population all of them were selected as sample. However, 90 participants completed the questionnaires. The NiehoffMoren’s organizational justice questionnaire, Thomas Tuttle’s quality of work life questionnaire, and Abbaszade’s organizational deviations questionnaire were validate and distributed among participants. The findings show that there is significant and negative relationship between organizational justice and organizational deviations. Also, there was negative and significant relationship between quality of work life and organizational deviations.

Keywords: Organizational Justice, Quality of Work Life, Organizational Deviations, Sports Managers

Introduction:

The civilizations have always search for justice. Considering various factors such as location and time and characteristics and specific needs of different communities, the number of social organizations increases every day. Obviously, any social organization requires a management specific to its structure to achieve its objectives (Rasooli, 2013). The justice helps to deploy and maintain standards which direct people toward the actions which are appropriate for organization. In particular, if standards or justice will be widely prevalent among its members, the organizational success will increase (BahariFardJavaheriKamel, 2010). In addition to justice in agencies and departments, the work life quality in workplace also makes employees adhere to their organization. According to World Health Organization, the work life quality is the people's perception of their position in life in terms of value system culture where they live, goals, expectations, standards, and priorities. Therefore, it is totally subjective, cannot be observed by others, and is based on individuals' perceptions of various aspects of life (Nejat, 2008). Many quality of working life programs have tried to improve job satisfaction of employees through promoting their internal motivation. The studies have shown that these programs have decreased staff complaints, rate of absenteeism, and application of disciplinary regulations and have increased positive attitudes of employees and their participation in proposed programs of system (Gordon, 1999; quoted by Sharifzadeh, 2011). If bribery, violation of laws and regulations, and disregarding of responsibilities will be occurred, it can be said that the organization suffers from deviations. The deviation causes the development of countries faces with many problems. Some consider the organizational deviance as abuse of official position for specified purposes. Another group names bribery and secrecy as deviation. Others define the organizational deviance as communicating and exchanging any resources to do illegal actions in organizations. However, this study aims to investigate the relationship between organizational justice and work life quality and organizational deviations from the perspective of sports managers in public departments in Orumiyeh.

Methodology:

Thus was correlation study. The organizational justice and quality of work life were considered to be predictor variables; the organizational deviation was considered to be criterion variable.

The population consisted of all sports managers in public departments in Orumiyeh (N= 105). Due to limited number of population all of them were selected as sample. However, 90 participants completed the questionnaires.

The data were collected using three questionnaires:

Organizational justice questionnaire: The NiehoffMoren’s organizational justice questionnaire (1993) was used to investigate the organizational justice. This questionnaire consists of 20 questions in Likert five point scale. The Cronbach's alpha was used to calculate the reliability of this questionnaire (=0.90).
Quality of work life questionnaire:Thomas Tuttle’s standard questionnaire (1998) was used to assess quality of working life. This questionnaire consists of 23 questions in Likert five point scale. The Cronbach's alpha was used to calculate the reliability of this questionnaire (=0.90.5).
Organizational deviance questionnaire:Standard organizational deviance questionnaire (2006) was used to assess organizational deviance. This questionnaire consists of 15 questions in Likert five point scale. The Cronbach's alpha was used to calculate the reliability of this questionnaire (=0.90.5).

Findings:

Due to normality of data distribution, Pearson correlation coefficient was used to investigate the relationship between organizational justice and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. The results are provided in table1.

Table 1. Correlation coefficient for investigating the relationship between organizational justice and organizational deviance and its components

Criterion variable
Predictor variable / Organizational deviations / Organizational deviation components
Bribery / Violation of laws and regulations / Disregarding the responsibilities / Disregarding colleagues and managers’ orders
Organizational justice / Correlation coefficient (r)
Sig. level (p.v) / -0.493
0.000 / -0.437
0.000 / -0.489
0.000 / -0.247
0.01 / -0.487
0.000

According to Table 1, the correlation coefficient of organizational justice and organizational deviance is -0.487. Therefore, if organizational justice will be increased, the organizational deviance will be decreased and vice versa. Also, considering the small significance level (<0.05), it can be said that this result may be generalized to population. This hypothesis was confirmed.

Second hypothesis: There is a significant relationship between distributive justice and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh.

Due to normality of data distribution, Pearson correlation coefficient was used to investigate the relationship between distributive justice and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. The results are provided in table 2.

Table 2. Correlation coefficient for investigating the relationship between distributive justice and organizational deviance and its components

Criterion variable
Predictor variable / Organizational deviations / Organizational deviation components
Bribery / Violation of laws and regulations / Disregarding the responsibilities / Disregarding colleagues and managers’ orders
Distributive justice / Correlation coefficient (r)
Sig. level (p.v) / -0.378
0.000 / -0.41
0.000 / -0.331
0.001 / -0.243
0.01 / -0.318
0.002

According to Table 2, the correlation coefficient of distributive justice and organizational deviance is -0.378. Therefore, if distributive justice will be increased, the organizational deviance will be decreased and vice versa. Also, considering the small significance level (<0.05), it can be said that this result may be generalized to population. This hypothesis was confirmed.

Third hypothesis: There is a significant relationship between quality of work life and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh.

Due to abnormality of data distribution, Spearman's rank correlation coefficient test was used to investigate the relationship between quality of work life and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. The results are provided in table 3.

Table 3. Correlation coefficient for investigating the relationship between quality of work life and organizational deviance and its components

Criterion variable
Predictor variable / Organizational deviations / Organizational deviation components
Bribery / Violation of laws and regulations / Disregarding the responsibilities / Disregarding colleagues and managers’ orders
Quality of work life / Correlation coefficient (r)
Sig. level )p.v) / -0.28
0.000 / -0.366
0.000 / -0.246
0.02 / -0.22
0.02 / -0.275
0.009

According to Table 3, the correlation coefficient of quality of work life and organizational deviance is -0.28. Therefore, if quality of work life will be increased, the organizational deviance will be decreased and vice versa. Also, considering the small significance level (<0.05), it can be said that this result may be generalized to population. This hypothesis was confirmed.

Fourth hypothesis: There is significant relationship between development opportunity and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh.

Due to normality of data distribution, Spearman correlation coefficient was used to investigate the relationship between development opportunity and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. The results are provided in table 4.

Table 4. Correlation coefficient for investigating the relationship between development opportunity and organizational deviance and its components

Criterion variable
Predictor variable / Organizational deviations / Organizational deviation components
Bribery / Violation of laws and regulations / Disregarding the responsibilities / Disregarding colleagues and managers’ orders
Development opportunity / Correlation coefficient )r(
Sig. level (p.v) / -0.407
0.000 / -0.325
0.002 / -0.428
0.000 / -0.249
0.01 / -0.344
0.000

According to Table 4, the correlation coefficient of development opportunity and organizational deviance is -0.407. Therefore, if development opportunity will be increased, the organizational deviance will be decreased and vice versa. Also, considering the small significance level (<0.05), it can be said that this result may be generalized to population. This hypothesis was confirmed.

Discussion and conclusion:

First hypothesis: There is a significant relationship between organizational justice and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. This was consistent with findings of Eliasi (2013) and Rezai (2014); they also reported a significant relationship between organizational justice and organizational corruption. The organizational justice refers to staff perceptions of fairness and equality in behaviors and relationships (Dehghanian et al., 2012).

If employees feel injustice in terms of rights, responsibilities, and rewards, they will be reluctant to perform tasks, disregard the organization issue, and will not have proper communication with colleagues; these factors will cause corruption in organization. Therefore, if managers behave fairly with employees and give rewards commensurate with their duties, the employees will feel justice in the organization, will have organizational commitment, and the organizational deviation will be decreased. Therefore, the increased organizational justice will reduce organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders).

Second hypothesis: There is a negative and significant relationship between distributive justice and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. This is consistent with findings of Rezai (2014) who reported a significant relationship between distributive justice and organizational corruption (organizational deviance). The distributive justice refers to employees’ attitudes and thoughts about suitability of their inputs and outputs (Citer, 2003; quoted by SeyedJavadin et al., 2008). In other words, the distributive justice refers to a wide range of attitudes and perceptions of allocation and distribution compared with performance of staff (Lambert, 2003; quoted by SeyedJavadin et al., 2008). The distributive justice also refers to fairness of outcomes and results which employees receive (Bahari Far & JavaheriKamel, 2010). The organizational deviance is violation of administrative laws and regulations (Jafari, 1999; quoted by Mojtahedzade, 2009). Therefore, if an employee in organization feels that his/her salaries and payments do not compensate his/her tasks, he/she will notice the discrimination and gets indifferent about it; then, he/she will violate the laws and regulations, neglect his/her responsibilities, and etc. It seems that with the increase organizational justice, the organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) will reduce.

Third hypothesis: There is a significant and negative relationship between quality of work life and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh. This is consistent with findings of Abbaszade (2006) who reported a significant relationship between quality of work life and organizational deviance. The quality of working life refers to attitude of individuals towards their job; the mutual trust, respect, gratitude, and opportunities for investment (spiritual and physical) in work inviornment which are provided by managers for employees in organization. The organizational deviation is abusing of public authority (public power) for personal gain (Shafi'zadeh, 2010; quoted by Omidi, 2013).

If employees do not have mental and physical relaxation in organization, they will be indifferent toward its interests and objectives. It seems that if quality of work life will increase, the organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) will reduce.

Fourth hypothesis: There is significant and negative relationship between development opportunity and organizational deviance (bribery, violation of laws and regulations, disregarding the responsibilities, and disregarding colleagues and managers’ orders) from the perspective of sports managers in public departments in Orumiyeh.This is consistent with findings of Abbaszade (2006) who reported a significant relationship between development opportunities and organizational deviations. The development opportunity is a situation to improve individual abilities, use skills, and have knowledge of jobs (Tousi, 1996; quoted by Abbaszadeh, 2006). The increase of organizations' efficiency depends on increase of human resources efficiency. The increase of human resources efficiency depends on training, development of knowledge and skills, and good behavior to perform successful business (Abtahi, 2002; quoted by Abbaszadeh, 2006). The organizational climate and organizational culture play an important motivational role in organizational deviations and corruptions (Madanchian, 2003; quoted by Mojtahedzadeh, 2009). It seems that the increase of development opportunity reduces the organizational deviance (bribery, violation of laws and regulations, and the neglect of colleagues and superiors orders).

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