This study aimed to develop a conceptual model of the mediating role of organizational commitment and organizational citizenship behavior on the influence of organizational justice on the performance of civil servants in the Pekanbaru Municipal Government. The sample was 147 civil servants in the Pekanbaru Municipal Government. The sampling was done using systematic sampling while the data processing was done using Structural Equation Modeling Partial Least Square (SEM PLS). The findings in this study are organizational justice has a positive influence on the performance of civil servants in the Pekanbaru Municipal Government, organizational citizenship behavior mediates the influence of organizational justice on the performance of civil servants in the Pekanbaru Municipal Government, organizational commitment does not mediate the influence of organizational justice on the performance of civil servants in the Pekanbaru Municipal Government. The most effective pathway in influencing employee performance is the mediating pathway of organizational citizenship behavior on the influence of organizational justice on the performance of civil servants.

Job insecurity has evolved in a wide range of phenomena that have been little addressed in the academic literature. One of these phenomena is to observe how the implementation of labor legislation within an economic crisis affects the perception of job insecurity. Thus, this research proposes that organizational justice, organizational support, and employability become three explanatory dimensions that shape job insecurity in the face of a change in labor legislation during an economic crisis. Through a survey of 205 employees of private companies in Puerto Rico and analyzing the data through PLS-SEM, the study demonstrates and supports new literature on how each variable considered affects perceptions of job insecurity and the productivity of human capital in the face of a change in labor legislation, a topic little addressed in the academic literature.

This study aims to investigate the effect of governance in strengthening the organizational immunity in the Greater Madaba municipality. The study includes two variables, an independent variable, governance and four dimensions including organizational justice, accountability, sustainability, and transparency, and the dependent variable is organizational immunity. The researcher designed a questionnaire consisting of (30) items that included the independent variables, organizational justice, accountability, sustainability, and transparency, and the dependent variable, organizational immunity, and it was distributed to employees of the Greater Madaba municipality, where the researcher used the random sample method, as the size of the study population reached (210) employees. The study used a sample size of 136. The study found a set of results, including the level of both organizational immunity and governance in Greater Madaba municipality, was high, according to the viewpoint of the sample members, and the existence of a statistically significant impact at the level of significance (α ≤ 5%) of governance with its combined dimensions, organizational justice, accountability, sustainability, and transparency, on the organizational immunity in the Greater Madaba municipality. Likewise, the absence of a statistically significant impact at the level of significance (α ≤ 5%) for sustainability was one of the governance dimensions in organizational immunity in Greater Madaba, and there was no effect of transparency on regulatory immunity. The study recommends that the Municipality of Madaba focus on providing programs to develop employees and involve them in training courses in institutes, specialized centers, and universities and pay attention to sustainability and transparency.

Organizational cynicism is one of the key factors that should be monitored in an organization since it is largely due to organizational reasons and it can be expressed that some of the most important reasons are human resources management (HRM) practices and organizational justice concepts. Although there are some researches on the bilateral relations of these variables with each other, in the literature, no study that examined the relationships and effects be-tween these three concepts, at the same time, has been observed. Therefore, this study focuses on the relationship between perceived HRM practices and organizational cynicism with the mediating role of perceived organizational justice. In this study, descriptive approach was applied and to test the research model; a quantitative method and questionnaire-based survey were conducted. The survey data were collected from the employees across local administra-tions (municipalities) in a developing country, Northern Cyprus, by using convenience sampling method. In order to test the conceptual framework, SPSS v24, Hayes Process v3.4 and Amos v22.0 Programs were used. In this context, in SPSS program, exploratory factor analyses and linear regression analysis were performed. Besides, Amos Program was used for confirmatory factor analyses. In addition, Hayes Process analysis was applied to determine the mutual relationships between variables and the direct and indirect effects between each other. According to the results of the analysis, it is observed that the perceived organizational justice mediates the relationship between perceived human resources management practices and organizational cynicism. In other words, the results proved that effective application of contemporary HRM approaches boosts the perception of organizational justice and at the same time helps to reduce organizational cynicism and also high perceived organizational justice reduces organizational cynicism. In addition, in this study, the scale developed by Singh (2004), which was widely used in the measurement of HRM practices in the literature, was further developed by the addition of work conditions, and at last it has been transformed into a more comprehensive scale that can be used in both public and private sectors. Thus, it has been made more appropriate for today's HRM practices and theory. Consequently, this study contributes to the relevant theoretical literature and has some important implications for managers.

This paper performs an investigation on Organizational Citizenship Behavior (OCB) head of the biMBA-AIUEO unit in DKI Jakarta Province, which is a franchise brand of kindergarten schools in Jakarta. The purpose of the research, is to know and analyze: the direct influence of Organizational Justice on OCB unit head biMBA-AIUEO; the direct influence of Work Involvement on OCB; the direct influence of Organizational Justice on the Work Involvement, and the indirect effect of Organizational Justice on OCB head of the biM-BA-AIUEO unit, with Work Involvement as mediation. The study used 140 samples of head of the biMBA-AIUEO unit in DKI Jakarta Province, and collected data by distributing questionnaires. The research uses quantitative methods and data processing using the path analysis. The results of this study prove that Organi-zational Justice had a positive and significant direct effect on OCB. Organizational Justice that are treated well can be perceived positively for employees to increase their OCB. Research results from work involvement have positive and significant effects on OCB. Even, Work Involvement has the most influence on OCB. This confirms that, high work involvement will also increase their OCB. Likewise, the results of the organization justice have a positive effect on work involvement. This reflects, that employees who are treated fairly by the organization will feel happy and can be a stimulus for them to be more actively involved in work. Whereas Organizational Justice has a positive and significant indirect effect on OCB through the mediation of Work Involvement. Employees who are treated fairly will feel happy, so they can stimulate themselves actively involved in work. This condition then, inspires and stimulates subordinates willing to do extra work that reflects OCB.

Organizational justice (OJ) has a significant impact on employees' job satisfaction which means the importance of caring and using it in any organization. OJ shows the importance of showing clear interest regarding the procedures related to work such as clearing the rights and duties for employees, providing the employees with opportunities to complain about the decisions, representations of information related to work, decisions and alternatives. Numerous studies are available on this, but Jordan scenario is different due to Arab economic and political conditions. Middle East is recognized due to richness of oil and transportation of oil to other parts of the world. Therefore, the performance of employees directly affects the whole world if the oil industry under performs. The proposed study of this paper is a quantitative survey that empirically verifies whether organizational justice has significant influence on job satisfaction. Data are collected from employees of logistic sector of Jordan city and they are analyzed by multiple regressions through SPSS. The results indicate that organizational justice has a significant impact on employees' job satisfaction. The distributive justice has no impact on job satisfaction which means that there is no effect of delegating authorities and sharing them with employees and no impact of distributing equal opportunities and work schedules on job satisfaction. The procedural justice had an impact on job satisfaction, which means the importance of showing clear interest regarding the procedures related to work. The effect of interactional justice on job satisfaction is found to be relatively high. The study recommends the managers to encourage working by team sole and build good relationships with all the workers, helping the employees to evaluate themselves and seeking to solve the disputes and conflicts fairly.

This paper investigates the effects of three components of organizational justice on development e-banking in one of Iranian banks. The proposed study uses two questionnaires, one for measuring the effects of organizational justice and the other for e-banking in Likert scale. Cronbach alphas for organizational justice and e-banking are calculated as 0.831 and 0.749, respectively. The study has been implemented among 385 regular customers of an Iranian bank. Using Spearman correlation ratio as well as stepwise regression analysis, the study has detected that two components of organizational justice including distributive justice and procedural justice influence on e-banking, positively.

This paper presents a study on the effect of organizational justice on organizational citizenship and organizational commitment in Iran. The proposed study designs a questionnaire and distributes it among some employees of Islamic Azad University and, using structural equation modeling, we investigate the effect of organizational justice on organizational citizenship as well as organizational commitment. The study selects 142 people from 255 regular employees who work for the university and distributes the questionnaire designed in Likert scale. Cronbach alphas have been determined for organizational citizenship, organizational justice and commitment as 0.924, 0.94 and 0.73, which are well above the minimum acceptable level. The results indicate that procedural justice has the most effect on organizational commitment followed by interactive justice and distributive justice. In addition, obedience has the most influential effect followed by loyalty, partnership, innovation and behavior. Finally, the survey shows that organizational citizenship is influenced mostly by loyalty and partnership. In summary, the effect of organizational justice on organizational citizenship and organizational commitment has been confirmed.

This paper presents an empirical study to investigate the relationship between organizational justice and professional commitment in Kermanshah official organizations. The study uses 20 questions to measure professional commitment from a questionnaire originally developed by Spell et al. (2007) [Spell, C. S., & Arnold, T. J. (2007). A multi-level analysis of organizational justice climate, structure, and employee mental health. Journal of Management, 33(5), 724-751.]. In addition, the study adopts 12 questions from another questionnaire developed by Vallas (1999) [Vallas, S. P. (1999). Rethinking post?Fordism: The meaning of workplace flexibility. Sociological theory, 17(1), 68-101.] to measure organizational justice. Cronbach alpha for organizational justice questionnaire and professional commitment are 0.81 and 0.89, respectively, which are well above the minimum acceptable level. Based on the results of this survey, there is a positive and meaningful relationship between organizational justice and professional commitment. The implementation of the linear regression analysis also reveals that there is a positive and meaningful relationship between inter-organizational justice and professional commitment. The study performs Freedman test to rank three components of organizational justice and the results indicate that interactional justice maintains the highest level of importance while distributive justice comes last in terms of priority.