نقش عدالت سازمانی در کیفیت زندگی کاری کارکنان شبکه آموزش سیمای جمهوری اسلامی ایران

Objective
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.
Research Methodology
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.
Findings
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
Discussion & Conclusion
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.