International Journal of Management and Social Sciences Research (IJMSSR)
Volume 2, No. 3, March 2013
Organizational Justice and Organizational Citizenship
Behavior in Moghans Agro-Industry Company
Qader Vazifeh Damirchi, Department of Management, Germi Branch, Islamic Azad University, Germi, Iran
Dr. Mohammadbager Babai Talatapeh, Department of Management, Imam Hossein University, Tehran, Iran
Moosa Zamanzadeh Darban, Department of Management, Germi Branch, Islamic Azad University, Germi, Iran
ABSTRACT
Organizational citizenship behaviors are completely
voluntarily and personal this mean is persons don't
receive reward in acting this Behavior, and don't be
punished for unexciting it. In fact citizenship Behavior tells
voluntarily actions, inclinations to personnel's dedication
to supply comfort and welfare in other people.The main
purpose of this paper is relationship between
organizational justice perceptions and organizational
citizenship behavior in Moghanss Agro-Industry
Company. The sample size was set at 89. To gathering
data we used questionnaire. The results show that among
the organizational justice and its dimensions(distributive
justice, procedural justice, interpersonal justice) has a
significant relationship with organizational citizenship
behaviors of employees.
Keywords
Organizational Justice, Organizational Citizenship
Behavior (OCB), Islamic Azad University
INTRODUCTION
It is often difficult to assess the ability, integrity, and
benevolence of authorities accurately, particularly early in
working relationship. Justice provides that sort of
behavioral evidence because authorities who treat
employees more fairly are usually judged to be more
trustworthy (Colquitt, Lepine and Wesson, 2010, 125).
Organizational citizenship behaviors are completely
voluntarily and personal this mean is persons don't receive
reward in acting this Behavior, and don't be punished for
unexciting it. In fact citizenship Behavior tells voluntarily
actions, inclinations to personnel's dedication to supply
comfort and welfare in other people. Beside modern career
environments need the personnel that are good citizens
which personnel show tendency to extent cooperation and
help to peer, employer and customer (Alizdeh, 2009, 2).
Personnel who aren't committed to their organization have
a withdrawal behavior, which described as some actions
which personnel do it refrain to do work (Feizi, Ghaderi
and Alizdeh, 2011, 53).
Justice reflects the perceived of authoritys decision
making(Greenberg, 1987, 9). Justice concepts can be used
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to explain why employees judged some authorities as
more trustworthy than others (Colquitt, Lepine and
Wesson, 2010, 121). Employees can judge the fairness of
an authoritys decision making along four dimensions:
distributive justice, procedural justice, interpersonal
justice, informational justice.
Distributive justice reflects the perceived fairness of
decision making outcomes. Procedural justice reflects the
perceived fairness of decision making processes.
Interpersonal justice reflects the perceived fairness of the
treatment received by employees from authorities(see
table 1).
Table 1- The four dimension of justice
Dimension of
Description
justice
Equity vs. Equality vs. need: Are
Distributive
rewards allocated according the proper
Justice Rules
norm?
Voice: Do employees get to provide
input in to procedures?
Correctability: Do procedures build in
mechanism for appeals?
Consistency: Are procedures
Procedural consistent across people and time?
Justice Rules Bias suppression: Are procedures
neutral and un biased?
Representativeness: Do procedures
consider the needs of all groups?
Accuracy: Are procedures based on
accurate information?
Respect: Do authorities treat
Interpersonal employees with sincerity?
Justice Rules Propriety: Do authorities refrain from
improper remarks?
Sometimes employees go the extra mile by actually
engaging in behaviors that are not within their job
descriptionand thus that do not fall under the broad
heading of task performance. This situation brings us to
the typical category of job performance, called citizenship
behavior. Citizenship behavior is defined as voluntary
employee activities that may or may not be rewarded but
that contribute to the organization by improving the
overall quality of the setting in which work takes place
(Organ, 1988).
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International Journal of Management and Social Sciences Research (IJMSSR)
Volume 2, No. 3, March 2013
Who always maintained a good attitude, even in trying
times? We tend to call those people good citizens or
good soldiers. (Organ, 1988). High levels of citizenship
behavior earn them such titles. Although there are many
different types of behaviors that might seem to fit the
definition of citizenship behavior, research suggests two
main categories that differ according to who benefits from
the activity: coworkers or the organization (see Figure 1)
(Coleman & Borman, 2000).
The first category of citizenship behavior is the one with
which youre most likely to be familiar: interpersonal
citizenship behavior. Such behaviors benefit coworkers
and colleagues and involve assisting, supporting, and
developing other organizational members in a way that
goes beyond normal job expectations (Coleman &
Borman, 2000).
Two important points should be emphasized about
citizenship behaviors. First, as youve probably realized,
citizenship behaviors are relevant in virtually any job,
regardless of the particular nature of its tasks, (Motowidlo,
2000) and there are clear benefits of these behaviors in
terms of the effectiveness of work units and organizations
(Podsakoff & others, 2000). As examples, research
conducted in a paper mill found that the quantity and
quality of crew output was higher in crews that included
more good citizens (Podsakoff, & others, 1997). Research
of 30 restaurants also showed that higher levels of
citizenship behavior promoted higher revenue, better
operating efficiency, higher customer satisfaction, higher
performance quality, less food waste, and fewer customer
complaints (Walz & Neihoff, 1996). Thus, it seems clear
that citizenship behaviors have a significant influence on
the bottom line.
Second, citizenship behaviors become even more vital
during organizational crises, when beneficial suggestions,
deep employee involvement, and a positive public face
are critical. For example, Southwest Airlines relied on
high levels of organizational citizenship behaviors after
9/11. Top corporate leaders worked without pay through
the end of 2001, while rank-and-file employees voluntarily
gave up days or weeks of paid vacation so that the
employee profit-sharing plan could remain fully funded.
The end result of this good citizenship was that Southwest
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suffered no layoffs after 9/11 and was the only major
airline to make a profit that year (McGee-Cooper &
Looper, 2005). From an employees perspective, it may be
tempting to discount the importance of citizenship
behaviorsto just focus on your own job tasks and leave
aside any extra stuff.
The main subject of this research is significant relationship
between details of organizational justice and citizenship
behavior, or not, what is the relation between
organizational justice and citizenship behavior? For this
reason, we investigate organizational justice and
citizenship behavior.
RESEARCH OBJECTIVES
The main objective of this paper is determine the
significant relationship between the organizational justice
and organizational citizenship behavior in Moghans Agro-
Industry company.
1. Determine the relationship between the distributive
justice and organizational citizenship behavior.
2. Determine the significant relationship between the
procedural justice and organizational citizenship
behavior.
3. Determine the significant relationship between the
interpersonal justice and organizational citizenship
behavior.
METHODOLOGY
The main purpose of this study is relationship between
organizational justice perceptions and organizational
citizenship behavior in Moghanss Agro-Industry
Company. The sample size of this research was set at 89
persons from Moghans Agro- Industry Company. We
select respondents according to simple random sampling.
To gathering data we used questionnaire. The citizenship
behaviors items from Coleman and Borman theory, with
11 items and its Cronbach's Alpha was 0.92. The
organizational justice items from Colquitt and others
theory, with 11 items and its Cronbach's Alpha was 0.89.
they are rated using a 5-point Likert scale.
Descriptive statistics i.e. frequencies, valid percent, the
means, and standard deviations were used to describe data.
Pearson Correlation test was also applied to determine
whether or not relationships between independent
variables and the citizenship behaviors as dependent
variable. The data were analyzed using the statistical
package for Social Science (SPSS).
RESULTS AND CONCLUSIONS
A majority of the 89 respondents 83% are males, and the
17% are female. The highest age group of respondents
(43%) includes those between 30-40 years and the
smallest one those upper 50 years (19%).
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International Journal of Management and Social Sciences Research (IJMSSR) ISSN: 2319-4421 70
Volume 2, No. 3, March 2013

Table 2: Profile of the Respondents citizenship behavior and the direction of coefficient was
positive.
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