Studying theEffect of Organizational Justice on the Mental Health of Employees through Interpersonal Forgiveness (Case Study: Ahwaz Rolling and Pipe Mills Company)

پژوهش نامه مدیریت تحول

Article 7, Volume 9, Spring & summer 2017, September 2017, Pages 115-134   

Document Type: Articles

DOI: 10.22067/pmt.v9i1.55516

Authors

mahdi nadaf^* ; hoda purzare; mozhgan bagheri

Shahid Chamran University of ahwaz

Abstract

1- INTRODUCTION
Since behavioral and mental disorders cause organizational performance weakening, planning for mental health would lead to personnel mental health and rise of industrial and production development of organization. The more individuals have mental health, the less they are vulnerable. People with mental health gain more achievement and compensate their personal and social problems. One of the factors affecting mental health improvement is social relationships and particularly interpersonal forgiveness. This factor, as a civic virtue in organizations, has attracted many attention. Moreover forgiveness has been influenced by organizational characteristics. Some researchers have shown organizational justice is one of them.
Considering the fact that preventing lacking effects help people to increase physical and mental well-being and bearing in the mind that individuals spend considerable time of their life in their working places, the purpose of the research is to study the mediating role of forgiveness in the relationship of organizational justice and mental health among Ahwaz Rolling and Pipe Mills Company's employees.

2- THEORETICAL FRAMEWORK
Mental health
The concept of mental health comprises several elements including inner feelings of being good and confidence, self-efficacy, competitiveness capacity, intergeneration dependency and self-actualization of potential intellect and emotion and so on (Riahi, Aliverdi–Nia, & Bani Asadi, 2009).

Interpersonal forgiveness
According to academic communities, forgiveness is somehow ignoring and terminating hate, resentment and anger that stem from injuring, conflict and perceived errors and is defined as a demand to halt punishing and to seek revenge from a mortified person. Although there is no consensus in research literature to delineate forgiveness, the definition of "models and process of containing a behavioral approach" is agreed upon (Cautilli, Simon & Cordova, 2006).

Organizational Justice
Research on organizational justice has got a long history and scholars have presented a variety of classifications. It may be expressed as the study of equity in workplace. Study on organizational justice began by Adam's research on equity theory. He concentrated on perceived fairness of consequences that was distributional justice (Fatemi & Esfahani, 2014).

3- METHODOLOGY
The current research is an applied one by means of purpose and according to data gathering method is a descriptive and correlational one. Statistical population is the employees of Ahwaz Rolling and Pipe Mills Company which consists of around 800 people. In order to get sample by using Morgan's table a number of 260 people is attained. The sampling method is random. Gathering data was conducted through analyzing literature review and field study. To attain model fit and test the hypotheses, structural equation modeling method and the third version of smart PLS were implied.
4- DISCUSSION
To measure reliability, composed reliability and Chronbach's alpha were exploited which both were appropriate proving that the questionnaire is reliable. To designate validity, the average variance exploited is implied and the current research verifies the model goodness of fit.
The quotients of R2 and Q2 criteria were used to examine the structural model fit. The amount of R2 and Q2 for the constructs of forgiveness and organizational justice are 0.246, 0.586 and 0.263, 0.586, respectively. Considering fitness of measurement and structural components of the model, the overall model fit was extracted by index of GOF=0.47 that is the strong fitness of the research model.

5- CONCLUSION AND IMPLICATIONS
Once the T amounts are more than 1.96, the related parameters are significant and the hypotheses are verified (Tenenhaus & Amato, 2010). The significant quotient of the first hypothesis is 22.063 that means organizational justice has got a significant positive impact on forgiveness. The significant quotient of the second hypothesis is 4.814, and when it is more than 1.96, it shows the hypothesis verification and the significant direct impact of organizational justice on mental health. The significant quotient of the third hypothesis is 4.545 that postulates forgiveness has a significant positive impact on mental health. Regarding z-value extracted by Subel test that is 3.36 and above 1.96 it indicates the confidence level of 95 percent the mediating impact of forgiveness in the relationship between organizational jussive and mental health is significant. Furthermore considering VAF test (relationship intensity) by amount of 0.516 demonstrates the strong impact of the mediator variable. According to the resources the quotient above 0.5 is considered strong (Davari & Rezazade, 2013).
For short-run planning it is suggested that managers imply procedural and interactional justice due to relatively low economic costs. In order to implement procedural justice, instructions and procedures should be clear and organizational pays and beneficences must be based vividly on how people received them. To improve employees' mental health, it is recommended managers improve feelings of safety, honor, independence and responsibility to the employees so that they understand fair behavior and then they are expected to perform enthusiastically and whenever necessary, conduct their tasks flexibly.

Keywords

Interpersonal forgiveness; mental health; Organizational justice; Ahwaz Rolling and Pipe Mills Company

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