Search results

The aim of this study was to investigate the impact of organizational justice on job commitment in Jordanian ministries. Data were collected through a questionnaire distributed to 450 employees in three Jordanian ministries, namely, the Ministry of Education; Ministry of Health; and Ministry of Awqaf Islamic Affairs and Holy Places. Data were analyzed via descriptive, simple linear regression analysis, and stepwise multiple linear regression analysis. The hypotheses of the research were tested and the probabilities of their acceptance were rejection. Findings revealed a statistically significant impact between organizational justice and job commitimnt. Results also indicated that informational justice has the highest influential effect on employee job commitmint, while procedural justice had the lowest impact on it. Furthermore, this study reports differences between the dimensions of the (OJ) in their impacts on the dimensions of job commitment. Moreover, the study found that the three dimensions of organizational justice (information justice, personal justice, and distributive justice) combined had a higher predictive capacity of job commitment than that of any independent dimension or two dimensions of organizational justice. In view of the results, the researcher gives some recommendations to the decision makers in Jordanian ministries that may guide them to promote the concept and practice of organizational justice in their ministries such as the need for increasing the levels of organizational justice, especially the distributive justice, and focusing on compatibility of income of the employee with their academic level and practical experience, in addition to necessity of improving the system of rewards in the Jordanian ministries because the rewards have a significant impact on the employees' perception of justice and on her/his interest in supporting her/his colleagues when doing additional work in the ministry. In other respects, this study has practical implications for future research such as attracting attention to the need to study job satisfaction and job engagement as mediatingvariables of association of employee's job commitment with organizational justice. This is in addition to conducting studies similar to the present one in different environments inside and outside Jordan.

Powerful groups seem increasingly willing to break the unspoken rule against public infighting. This does not bode well for Putin's regime.

Armed Forces and Society: New Challenges and Environments / International Political Science Association Research Committee 24 ; The existence of a ministry of defense (MOD) is an important basic indicator of the quality of civilmilitary relations in a country. Although some of these ministries are hardly more than facades, with no power whatsoever, others have assumed increasingly important roles as catalysts and platforms for the consolidation of democratic civil-military relations. This paper explains why they are created and identifies those conditions and actions necessary for the ministries to formulate effective and efficient defense strategies while ensuring democratic civilian control.

The aim of this article is to model the relationships between three different dimensions of inter-organizational justice (procedural, interactional and distributive) and their influence on five dimensions of organizational citizenship behaviour (OCB) (altruism, sportsmanship, conscientiousness, courtesy and civic virtue) in public sector organizations. The partial least square (PLS) path method was used to explore the nature of the relationships. The survey was self-administered to 573 employees working in nine different government ministries in Kuwait, with a response rate of 373. The results indicate that employees' perceptions of interactional justice positively influence their perceptions of procedural justice, distributive justice, altruism, civic virtue, conscientiousness, courtesy and sportsmanship. In addition, the results showed the perceived interactional justice of employees has an indirect effect on all dimensions of OCBs through their distributive justice perceptions. The results also revealed that interactional justice has only an indirect effect on altruism, sportsmanship, and courtesy through procedural fairness.Directors of public organizations should pay particular attention to offering a higher level of interactive justice that can strongly improve employee perception of distributive and procedural justice. This, in turn, may show high degrees of civic virtue, sportsmanship, altruism, courtesy, and conscience behavior among employees.