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October 2017 -
Volume 15, Issue 8
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| From
the Editor |
|
Editorial
A. Abyad (Chief Editor) |
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Original Contribution/Clinical Investigation
Immunity
level to diphtheria in beta thalassemia patients
DOI: 10.5742/MEWFM.2017.93048
[pdf
version]
Abdolreza Sotoodeh Jahromi, Karamatollah Rahmanian,
Abdolali Sapidkar, Hassan Zabetian, Alireza
Yusefi, Farshid Kafilzadeh, Mohammad Kargar,
Marzieh Jamalidoust,
Abdolhossein Madani
Genetic
Variants of Toll Like Receptor-4 in Patients
with Premature Coronary Artery Disease, South
of Iran
DOI: 10.5742/MEWFM.2017.93049
[pdf
version]
Saeideh Erfanian, Mohammad Shojaei, Fatemeh
Mehdizadeh, Abdolreza Sotoodeh Jahromi, Abdolhossein
Madani, Mohammad Hojjat-Farsangi
Comparison
of postoperative bleeding in patients undergoing
coronary artery bypass surgery in two groups
taking aspirin and aspirin plus CLS clopidogrel
DOI: 10.5742/MEWFM.2017.93050
[pdf
version]
Ali Pooria, Hassan Teimouri, Mostafa Cheraghi,
Babak Baharvand Ahmadi, Mehrdad Namdari, Reza
Alipoor
Comparison
of lower uterine segment thickness among nulliparous
pregnant women without uterine scar and pregnant
women with previous cesarean section: ultrasound
study
DOI: 10.5742/MEWFM.2017.93051
[pdf version]
Taravat Fakheri, Irandokht Alimohammadi, Nazanin
Farshchian, Maryam Hematti,
Anisodowleh Nankali, Farahnaz Keshavarzi, Soheil
Saeidiborojeni
Effect
of Environmental and Behavioral Interventions
on Physiological and Behavioral Responses of
Premature Neonates Candidates Admitted for Intravenous
Catheter Insertion in Neonatal Intensive Care
Units
DOI: 10.5742/MEWFM.2017.93052
[pdf
version]
Shohreh Taheri, Maryam Marofi, Anahita Masoumpoor,
Malihe Nasiri
Effect
of 8 weeks Rhythmic aerobic exercise on serum
Resistin and body mass index of overweight and
obese women
DOI: 10.5742/MEWFM.2017.93053
[pdf
version]
Khadijeh Molaei, Ahmad Shahdadi, Reza Delavar
Study
of changes in leptin and body mass composition
with overweight and obesity following 8 weeks
of Aerobic exercise
DOI: 10.5742/MEWFM.2017.93054
[pdf
version]
Khadijeh Molaei, Abbas Salehikia
A reassessment
of factor structure of the Short Form Health
Survey (SF-36): A comparative approach
DOI: 10.5742/MEWFM.2017.93088
[pdf version]
Vida Alizad, Manouchehr Azkhosh, Ali Asgari,
Karyn Gonano
Population and Community Studies
Evaluation
of seizures in pregnant women in Kerman - Iran
DOI: 10.5742/MEWFM.2017.93056
[pdf
version]
Hossein Ali Ebrahimi, Elahe Arabpour, Kaveh
Shafeie, Narges Khanjani
Studying
the relation of quality work life with socio-economic
status and general health among the employees
of Tehran University of Medical Sciences (TUMS)
in 2015
DOI: 10.5742/MEWFM.2017.93057
[pdf version]
Hossein Dargahi, Samereh Yaghobian, Seyedeh
Hoda Mousavi, Majid Shekari Darbandi, Soheil
Mokhtari, Mohsen Mohammadi, Seyede Fateme Hosseini
Factors
that encourage early marriage and motherhood
from the perspective of Iranian adolescent mothers:
a qualitative study
DOI: 10.5742/MEWFM.2017.93058
[pdf
version]
Maasoumeh Mangeli, Masoud Rayyani, Mohammad
Ali Cheraghi, Batool Tirgari
The
Effectiveness of Cognitive-Existential Group
Therapy on Reducing Existential Anxiety in the
Elderly
DOI: 10.5742/MEWFM.2017.93059
[pdf
version]
Somayeh Barekati, Bahman Bahmani, Maede Naghiyaaee,
Mahgam Afrasiabi, Roya Marsa
Post-mortem
Distribution of Morphine in Cadavers Body Fluids
DOI: 10.5742/MEWFM.2017.93060
[pdf
version]
Ramin Elmi, Mitra Akbari, Jaber Gharehdaghi,
Ardeshir Sheikhazadi, Saeed Padidar, Shirin
Elmi
Application
of Social Networks to Support Students' Language
Learning Skills in Blended Approach
DOI: 10.5742/MEWFM.2017.93061
[pdf
version]
Fatemeh Jafarkhani, Zahra Jamebozorg, Maryam
Brahman
The
Relationship between Chronic Pain and Obesity:
The Mediating Role of Anxiety
DOI: 10.5742/MEWFM.2017.93062
[pdf
version]
Leila Shateri, Hamid Shamsipour, Zahra Hoshyari,
Elnaz Mousavi, Leila Saleck, Faezeh Ojagh
Implementation
status of moral codes among nurses
DOI: 10.5742/MEWFM.2017.93063
[pdf
version]
Maryam Ban, Hojat Zareh Houshyari Khah, Marzieh
Ghassemi, Sajedeh Mousaviasl, Mohammad Khavasi,
Narjes Asadi, Mohammad Amin Harizavi, Saeedeh
Elhami
The comparison
of quality of life, self-efficacy and resiliency
in infertile and fertile women
DOI: 10.5742/MEWFM.2017.93064
[pdf version]
Mahya Shamsi Sani, Mohammadreza Tamannaeifar
Brain MRI Findings in Children (2-4 years old)
with Autism
DOI: 10.5742/MEWFM.2017.93055
[pdf
version]
Mohammad Hasan Mohammadi, Farah Ashraf Zadeh,
Javad Akhondian, Maryam Hojjati,
Mehdi Momennezhad
Reviews
TECTA gene function and hearing: a review
DOI: 10.5742/MEWFM.2017.93065
[pdf version]
Morteza Hashemzadeh-Chaleshtori, Fahimeh Moradi,
Raziyeh Karami-Eshkaftaki,
Samira Asgharzade
Mandibular
canal & its incisive branch: A CBCT study
DOI: 10.5742/MEWFM.2017.93066
[pdf
version]
Sina Haghanifar, Ehsan Moudi, Ali Bijani, Somayyehsadat
Lavasani, Ahmadreza Lameh
The
role of Astronomy education in daily life
DOI: 10.5742/MEWFM.2017.93067
[pdf
version]
Ashrafoalsadat Shekarbaghani
Human brain
functional connectivity in resting-state fMRI
data across the range of weeks
DOI: 10.5742/MEWFM.2017.93068
[pdf version]
Nasrin Borumandnia, Hamid Alavi Majd, Farid
Zayeri, Ahmad Reza Baghestani,
Mohammad Tabatabaee, Fariborz Faegh
International Health Affairs
A
brief review of the components of national strategies
for suicide prevention suggested by the World
Health Organization
DOI: 10.5742/MEWFM.2017.93069
[pdf
version]
Mohsen Rezaeian
Education and Training
Evaluating
the Process of Recruiting Faculty Members in
Universities and Higher Education and Research
Institutes Affiliated to Ministry of Health
and Medical Education in Iran
DOI: 10.5742/MEWFM.2017.93070
[pdf
version]
Abdolreza Gilavand
Comparison
of spiritual well-being and social health among
the students attending group and individual
religious rites
DOI: 10.5742/MEWFM.2017.93071
[pdf
version]
Masoud Nikfarjam, Saeid Heidari-Soureshjani,
Abolfazl Khoshdel, Parisa Asmand, Forouzan Ganji
A
Comparative Study of Motivation for Major Choices
between Nursing and Midwifery Students at Bushehr
University of Medical Sciences
DOI: 10.5742/MEWFM.2017.93072
[pdf
version]
Farzaneh Norouzi, Shahnaz Pouladi, Razieh Bagherzadeh
Clinical Research and Methods
Barriers
to the management of ventilator-associated pneumonia:
A qualitative study of critical care nurses'
experiences
DOI: 10.5742/MEWFM.2017.93073
[pdf version]
Fereshteh Rashnou, Tahereh Toulabi, Shirin Hasanvand,
Mohammad Javad Tarrahi
Clinical
Risk Index for Neonates II score for the prediction
of mortality risk in premature neonates with
very low birth weight
DOI: 10.5742/MEWFM.2017.93074
[pdf
version]
Azadeh Jafrasteh, Parastoo Baharvand, Fatemeh
Karami
Effect
of pre-colporrhaphic physiotherapy on the outcomes
of women with pelvic organ prolapse
DOI: 10.5742/MEWFM.2017.93075
[pdf
version]
Mahnaz Yavangi, Tahereh Mahmoodvand, Saeid Heidari-Soureshjani
The
effect of Hypertonic Dextrose injection on the
control of pains associated with knee osteoarthritis
DOI: 10.5742/MEWFM.2017.93076
[pdf
version]
Mahshid Ghasemi, Faranak Behnaz, Mohammadreza
Minator Sajjadi, Reza Zandi,
Masoud Hashemi
Evaluation
of Psycho-Social Factors Influential on Emotional
Divorce among Attendants to Social Emergency
Services
DOI: 10.5742/MEWFM.2017.93077
[pdf
version]
Farangis Soltanian
Models and Systems of Health Care
Organizational
Justice and Trust Perceptions: A Comparison
of Nurses in public and private hospitals
DOI: 10.5742/MEWFM.2017.93078
[pdf
version]
Mahboobeh Rajabi, Zahra Esmaeli Abdar, Leila
Agoush
Case series and Case reports
Evaluation
of Blood Levels of Leptin Hormone Before and
After the Treatment with Metformin
DOI: 10.5742/MEWFM.2017.93079
[pdf
version]
Elham Jafarpour
Etiology,
Epidemiologic Characteristics and Clinical Pattern
of Children with Febrile Convulsion Admitted
to Hospitals of Germi and Parsabad towns in
2016
DOI: 10.5742/MEWFM.2017.93080
[pdf
version]
Mehri SeyedJavadi, Roghayeh Naseri, Shohreh
Moshfeghi, Irandokht Allahyari, Vahid Izadi,
Raheleh Mohammadi,
Faculty development
The
comparison of the effect of two different teaching
methods of role-playing and video feedback on
learning Cardiopulmonary Resuscitation (CPR)
DOI: 10.5742/MEWFM.2017.93081
[pdf
version]
Yasamin Hacham Bachari, Leila Fahkarzadeh, Abdol
Ali Shariati
Office based family medicine
Effectiveness
of Group Counseling With Acceptance and Commitment
Therapy Approach on Couples' Marital Adjustment
DOI: 10.5742/MEWFM.2017.93082
[pdf
version]
Arash Ziapour, Fatmeh Mahmoodi, Fatemeh Dehghan,
Seyed Mehdi Hoseini Mehdi Abadi,
Edris Azami, Mohsen Rezaei
|
|
Chief
Editor -
Abdulrazak
Abyad
MD, MPH, MBA, AGSF, AFCHSE
.........................................................
Editorial
Office -
Abyad Medical Center & Middle East Longevity
Institute
Azmi Street, Abdo Center,
PO BOX 618
Tripoli, Lebanon
Phone: (961) 6-443684
Fax: (961) 6-443685
Email:
aabyad@cyberia.net.lb
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Publisher
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Lesley
Pocock
medi+WORLD International
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Sherbrooke 3789
AUSTRALIA
Phone: +61 (3) 9005 9847
Fax: +61 (3) 9012 5857
Email:
lesleypocock@mediworld.com.au
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Enquiries -
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Advertising
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Editor and Editorial Board cannot be held responsible
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|
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| October 2017 -
Volume 15, Issue 8 |
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|
Organizational Justice
and Trust Perceptions: A Comparison of Nurses
in public and private hospitals
Mahboobeh Rajabi (1)
Zahra Esmaeli Abdar (2)
Leila Agoush (3)
(1) Health
Services Management Research Center, Institute
for Futures Studies in Health, Kerman University
of Medical Sciences, Kerman, Iran
(2) Alborz University of Medical Sciences, Karaj,
Iran
(3) Iran University of Medical Sciences, Tehran,
Iran
Correspondence:
Leila
Agoush
Iran University of Medical Sciences, Tehran,
Iran
|
Abstract
Background: Hospital
organizational environment influences
nurses’ behaviors, attitudes and
work quality. Organizational justice and
trust are important organizational factors
which have significant effects on the
organizational and individual work outcomes.
Objectives:
The aim of this study was to investigate
perceived organizational justice and organizational
trust and their relationship in nurses
of public and private hospitals in north
of Iran and to compare these two groups
of nurses.
Methods:
The study population included 322 nurses
working in six public and private hospitals
selected though stratified and simple
random sampling. Perceived organizational
justice was assessed through Niehoff and
Moorman questionnaire and Elonenet et.
al questionnaire was used to assess the
perceived institutional trust.
Results:
Perceived organizational justice and institutional
trust of nurses in private hospitals were
better than nurses in public hospitals.
There was a significant positive relationship
between perceived organizational justice
and perceived institutional trust and
this relationship was more significant
in nurses of private hospitals. Organizational
justice explained approximately 60% and
50% of the total variance of trust in
respectively private and public hospitals.
Among three dimensions of organizational
justice, procedural justice had a greater
relationship with institutional trust
and it was a better predictor of nurses’
trust in comparison to distributive and
interactional justice in both types of
hospitals. Also nurses’ perceptions
of organizational justice and trust were
not significantly different based on sex,
age group, job tenure, employment status,
and education level in both types of hospitals.
Conclusion:
According to the results, in order
to improve organizational trust, it is
necessary that hospital managers develop
organizational justice. In this way, the
resulted positive individual and organizational
outcomes can significantly affect the
quality of nurses’ services and patients’
satisfaction.
Key words: Organizational
justice, Institutional Trust, Nurses,
public hospital, private hospital
|
Nurses are the healthcare providers whose main
duties are caring, disease prevention and health
promotion of patients (1). Beside these clinical
activities they have managerial activities for
coordinating the unit’s tasks and condition
(2). Nurses are the most numerous members of
medical care teams and as frontline health workers
have the closest contact with patients (3).
Therefore, the nurses’ services have great
effect on the quality of care, patients’
satisfaction, shaping the image of hospital
care in viewpoint of patients and hospital performance
and effectiveness (1, 4). Many hospitals’
managers have realized that the quality of nursing
services is the key to their organization efficiency
and effectiveness (5). So hospital managers
should pay special attention to these greatest
parts of the care team.
Employees’ attitude toward their jobs
and organization is the most important factor
that affects their productivity and performance
and managers’ behaviors affect employees’
attitudes, beliefs and behaviors (6, 7). Managers’
fair treatment as one of the important and critical
needs of employees in organization is crucial
in shaping employees’ attitudes because
the norms and values of fairness make a critical
trait of behavior in organizations (7, 8).
Organizational justice interprets the role
of fairness in the workplace and the way employees
determine they have been treated fairly and
how these determinations influence their work
related variables (9). Organizational justice
has three distinct dimensions (distributive
justice, procedural justice, interactional justice)
which are related but differentially affect
employees’ work-related attitudes and behaviors
(10). Distributive justice is based on the employees’
perceptions of fairness of outcomes due to their
input and in comparison to their peers within
an organization (11). Distributive justice includes
different organizational factors such as promotions,
rewards, work schedules, shift assignments,
performance evaluations and punishments (12).
Procedural justice relates to employees’
perceptions of fairness of the methods and processes
which are used to make decisions like payment,
reward, promotion, evaluation, disciplinary
actions etc. in the organization (13). Having
stronger procedural justice perceptions, the
procedures are necessary to be consistent across
time and persons, bias suppression, accurate,
correct, ethical and representative of employees’
need (14). Interactional justice as the third
dimension of organizational justice refers to
employees’ fairness perceptions of interpersonal
treatment of mangers in the organization. Interactional
justice reflects the politeness, honesty, respect,
dignity and sensitivity of authorities’
treatment toward individuals in their interactions,
decision making and outcomes allocation (15,
16, 17). Employees’ perceptions of justice
relate to important individual and organizational
consequences like job performance, citizenship
behavior, job satisfaction, evaluation of supervisor,
commitment and conflict solving (18). Nevertheless
some studies showed employees’ perceptions
of injustice caused negative personal issues
like psychiatric disorders, sickness absence
and poor self-rated health status and negative
organizational issues like low levels of commitment,
satisfaction and productivity, weak cooperation,
turn over, anti-normative behaviors, disharmony
and tension-stress (18, 19, 20, 21). As organizational
justice is essential for impressive management
and is a key variable to improve ef¬fectiveness
in an organization and predict its success (14).
managers should be sensitive to the factors
that affect their employees’ justice perceptions.
Studies showed one of the employees’ attitudes
that was affected by perceptions of fairness
in organization is trust. The history of trust
issue refers to the creation of earliest human
society. Trust is the basis and requirement
of all social relationships like organizational
relations (22). Trust is mostly considered as
a singular construct but it affects the organizational
performance, procedures and structures in social
or organizational context which makes it a complicated
multidimensional construct. Trust as a part
of organizational culture and values reflects
in different behaviors of employees (23). So
organizational trust is essential for creating
an effective organization.
Different scholars have looked differently
at trust concept and provide different definitions
for it. For example Mayer et al define trust
as “the willingness of one party to be
vulnerable to the actions of another party based
on the expectation that the other party will
perform a particular action important to the
trustor, irrespective of the ability to monitor
or control that other party” (24). However,
some key words constantly appear in the most
of scholars’ definitions that are belief,
willingness and vulnerability (25). Trust takes
shape at different level in organizations and
the trust referent can be an individual, group,
organization or system. Trust can be established
between the employee and both the supervisor
and the organization (26). Organizational trust
includes both interpersonal and impersonal trust.
Interpersonal trust contains horizontal and
vertical factors. Horizontal trust refers to
trust between co-workers and vertical trust
refers to trust between employees and their
supervisor or managers. Organizational trust
also includes systematic trust, when employees
feel confidence toward the organizational system
and functions. This impersonal dimension of
trust is often named as institutional trust
(27). Institutional trust basis is the organization’s
roles, systems and reputation (28). It defines
trust of employees on different aspects of organization,
such as strategy, vision, procedures, communication,
human resources, practices and technological
and commercial ability (27).
Researchers found that trust, as an important
component of professional life, has different
consequences for both employees and organization.
Trust can predict employees’ reactions,
behaviors and performance. It also has a great
role in various organizational processes and
outcomes such as organizational commitment,
commitment to leaders’ decisions, organizational
citizenship behaviors, job performance, innovation,
problem solving, long term stability, managing
organizational dynamics, promote cooperation
between employees and organizations, reducing
the rate of resignation and turnover, organizational
health and productivity and well-being of their
members, (27, 29; 30 31, 32, 33, 34, 35). Organizational
factors such as structure, human resource policies,
procedures and organizational culture affect
employees’ trust (36). So organizational
factors should be considered by managers because
they can use them to enhance trust perceptions.
For example, improving the work environment
in a way that inspires fair and safe system
structures can increase employees’ trust
in management(37).
Employees constantly monitor the activities
of their organization to know if they should
trust their organization or not (3). So if the
process of payment and resource allocation,
decision making, interpersonal interaction and
leadership are considered to be fair in their
point of view they would know their organization
and their manager deserve their trust. Institute
of Medicine (IOM) also has emphasized enhancement
of working relationships and trust, clear and
respectful communication and teamwork to improve
quality of care (38). So hospital managers should
determine their employees’ level of justice
perceptions and trust and try to eliminate the
factors that cause the perceptions of injustice
which can lead to mistrust perceptions in an
organization.
The work condition can be different in private
and public hospitals which can affect the employees’
attitudes in various ways. Therefore, in the
current study we investigated the phenomenon
of organizational justice and institutional
trust perceptions among nurses in private and
public hospitals; the way organizational justice
dimensions affect nurses’ trust and the
power of organizational justice in predicting
institutional trust.
1. Setting and sample
This cross-sectional study was performed among
nurses of 3 private and 3 public hospitals affiliated
to Rasht University of Medical Sciences, Iran.
Among nurses of these hospitals 322 were captured
by the Cochran formula. To determine the sample
size in each hospital and select nurses of each
unit for answering the questionnaires stratified
sampling and simple random sampling were used.
2. Study instruments and data collection
Three dimensions of organizational justice (distributive,
interactional, procedural justice) were measured
by Moorman and Nihouf on a five grade Likert
scoring questionnaire. For assessing institutional
trust, Ellonen et al (2008) questionnaire in
a five-grade ikert scoring system was used (27).
This questionnaire, with a few modifications,
was adapted from trustee’s characteristics,
which Mayer et al (1995) and McKnight et al
(2002) have mentioned (24, 39). Institutional
trust dimensions included situational normality,
vision, strategy, communication, and structural
assurance. The questionnaire’s reliability
was confirmed via Cronbach’s alpha, 89%
for organizational justice and 86% for institutional
trust.
Most
nurses
were
female,
between
20-30
years
old
and
had
less
than
10
years
job
tenure.
About
98%
of
them
had
bachelor
degree
and
55.28%
were
contractually
employed
(Table
1).
Mean
score
of
organizational
justice
perceptions
of
private
hospitals’
nurses
was
3.27
(out
of
5)
and
mean
score
of
organizational
justice
perceptions
of
public
hospitals’
nurses
was
3.08
(out
of
5).
Among
the
three
dimensions
of
organizational
justice
the
highest
mean
score
referred
to
interactional
justice
in
both
public
and
private
hospitals.
The
mean
score
of
organizational
justice
perceptions
showed
that
nurses
slightly
agreed
with
organizational
justice.
Mean
score
of
institutional
trust
perceptions
of
nurses
of
private
and
public
hospitals
were
3.08
and
2.88
(out
of
5)
(Table
2).
The
findings
showed
there
was
a
significant
positive
relationship
between
organizational
justice
and
its
dimensions
with
institutional
trust
(P
<
0.05).
Also
procedural
justice
was
more
strongly
and
positively
related
to
institutional
trust
(Table
3).
According
to
the
Multiple
Linear
regression
results
organizational
justice
was
significant
predictors
of
institutional
trust
although
its
power
was
different
in
public
and
private
hospitals.
Organizational
justice
explained
approximately
60%
of
the
total
variance
of
institutional
trust
in
private
hospitals
and
about
50%
in
public
hospitals.
In
public
hospitals
three
dimension
of
organizational
justice
could
predict
the
institutional
trust
but
in
private
hospitals
only
distributive
and
procedural
justice
had
the
power
of
institutional
trust
prediction
so
interactional
justice
was
omitted
from
the
model.
Procedural
justice
had
stronger
predictive
power
for
institutional
trust
than
did
distributive
and
interactional
justice
in
both
types
of
hospitals
(Table
4).
Also
there
were
no
differences
between
sex,
age,
job
tenure,
educational
level
and
employment
status
in
Nurses’
perceptions
of
organizational
justice
and
trust
of
nurse
in
private
and
public
hospitals
(P>
0.05).
Table
1:
Demographic
and
professional
characteristics
of
nurses
Table
2:
Descriptive
statistics
of
organizational
justice
and
institutional
trust
Table
3:
Relationship
between
organizational
justice
and
its
components
with
institutional
trust
Click
here
for
Table
4:
Regression
components
of
organizational
justice
and
institutional
trust
The
results
of
this
study
indicated
the
mean
score
of
organizational
justice
and
institutional
trust
perceptions
of
nurses
from
private
hospitals
was
more
than
nurses
of
public
hospitals.
The
mean
score
comparison
of
organizational
justice
components
showed
the
score
of
interactional
justice
is
more
than
the
score
of
procedural
justice
and
distributive
justice
in
both
types
of
hospitals.
Also
consistent
with
some
other
studies
our
results
showed
organizational
justice
and
all
its
three
dimensions
had
a
significant
relationship
with
institutional
trust
(16,
40,
41)
and
organizational
justice
was
a
significant
predictor
of
institutional
trust
in
both
types
of
hospitals.
Among
the
three
dimensions
of
organizational
justice
procedural
justice
was
more
strongly
and
positively
related
to
institutional
trust
and
had
stronger
predictive
power
for
institutional
trust
in
both
types
of
hospitals.
Trust
implies
that
justice
perceptions
could
improve
trust
toward
subordinates
(42).
Organizational
structure,
strategy,
procedures
and
communications
with
employees
influence
employees’
perceptions
of
trust
(43,
44).
So
managers
can
engineer
trust
perceptions
by
actions
and
procedures
that
inspire
a
justice
pattern
of
organization
(45).
If
employees
believe
in
justice
of
organizational
outcomes
they
will
trust
in
management
and
their
decision
making
(46).
Procedural
justice
refers
to
the
way
that
an
organization
manages
the
tasks,
enacts
policies
and
allocates
the
resources
(18).
Fairness
of
Procedures
assures
employees
that
each
outcome
is
the
result
of
a
certain
action
regardless
of
individual
opinions
or
organizational
mistakes.
This
provides
evidence
of
the
leaders’
consistency
and
integrity
and
helps
reduce
ambiguity
(44).
Procedural
justice
also
reflects
the
respect
of
an
organization
for
the
rights
and
dignity
of
its
employees
(47).
So
procedural
justice
shows
to
employees
that
fairness
is
organization
rule
and
they
will
recognize
it
is
deserving
of
their
trust
(18).
Researchers
have
demonstrated
that
procedural
justice
helps
reduce
the
effects
of
unequal
outcomes
because
the
processes
which
are
used
to
determine
outcomes
may
be
more
important
to
an
individual
than
the
received
outcomes.
So
if
employees
perceive
fair
procedures
have
been
used
in
determining
the
outcomes
they
receive,
trust
in
the
leader
and
the
organization
will
be
affective
(46).
In
this
study
procedural
justice
had
the
most
influence
of
the
three
variables
of
organizational
justice
on
institutional
trust.
Interactional
justice
refers
to
the
way
that
management
behaves
toward
the
employees
and
the
quality
of
their
interpersonal
treatment
and
communication.
Interactional
justice
also
determines
the
integrity
and
benevolence
of
management
(15,
16).
In
this
study
mean
score
of
interactional
justice
perceptions
of
nurses
in
both
types
of
hospitals
was
highest
among
the
three
components
of
organizational
justice
which
can
describe
the
quality
of
management
communication.
In
the
organizational
theory
and
organizational
behavior
realm,
organizational
justice
and
trust
are
two
of
the
essential
concepts
and
practices
in
every
organization.
According
to
the
results,
the
nurses’
organizational
justice
perceptions
could
strengthen
their
institutional
trust
perceptions.
So
hospital
management
should
try
to
improve
nurses’
organizational
justice
perceptions
to
enhance
their
organizational
trust
perceptions.
They
should
plan
to
enhance
fair
perceptions
of
nurses
by
fair
payment
system,
fair
procedures
and
enough
information
about
system
procedures
and
suitable
communication
and
behavior
with
staff.
Acknowledgements
The
authors
would
like
to
thank
all
nurses
who
participated
in
our
study
for
their
kind
cooperation.
Also
we
appreciate
Maryam
Asadinejad,
Sanaz
Zoghtalab
and
Seid
Mirmasoad
Zakipoor
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