gender differential paper IJCRB

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
Main hypothesis of the present research on existence of a positive and meaningful relationship
between the organizational justice and organizational health amongst the government staff and
employees was considered, discussed and confirmed accordingly. The results of the research also
confirmed secondary hypotheses of the research notifying that the first secondary hypothesis is
stronger than the other two secondary hypotheses.
All in all, the research reached the conclusion that all the staff and employees of those
government organizations which considered and studied by the present research confirm impact
and effect of the organizational justice and its dimensions on the organizational health (causative
relationship).
First Secondary Hypothesis (relationship between the distributional justice and the organizational
health):
After the hypothesis was put to test it was indicated that existence of distributional justice
amongst the staff would lead to emergence of organizational health i.e. positive perception and
judgment of individuals on the fairness of the distributed results, for instance, with regard to
salary raise or opportunities for getting promoted in the job, would encourage the staff to make
their utmost efforts in their jobs even beyond their responsibilities without expecting to be
rewarded, being fully satisfied with their organization which by itself would bring about
promotion of the organizational health. Generally speaking, if the distributional justice gets
improved within any organization then the organizational health would automatically get
improved as well. This dimension is of the most effect (0.79) on the organizational health.
Second Secondary Hypothesis (relationship between the procedural justice and the
organizational health):
After the hypothesis was put to test it was indicated that the procedural justice within the
organization would lead to emergence of the organizational health i.e. all the staff believed that
administration of justice required adoption of just procedures; this means, in addition to the need
that the foundation and concept of the law must be necessarily justice-based, the process which is
supposed to produce justice shall also be a just and fair. In order to have a healthy organization
we need to enjoy a just and fair procedure; the procedure which shall create equal opportunities
in order for every one becomes a winner. In other words, if people get a justice-based perception
based on the procedural justice then they would be ready to do over time work in their
organizations generating further productivity as the consequence of which the organizational
health would be promoted.
All in all, if the procedural justice gets improved within the organization the organizational
health would get developed to an average extent as well. This dimension is of the least effect
(0.60) upon the organizational health.
Third Secondary Hypothesis (relationship between the transactional justice and the
organizational health):
Individual perception of politeness and mannerly conduct of managers and the staff is of decisive
positive and meaningful effect towards emergence of the organizational health. This means that
if employees of the organization consider behavior of mangers towards any individual or by
extent the whole staff of the organization as just and fair then they would be prepared to further
devote themselves to the organization and stay in the organization and work more for the
objectives of the organization even beyond the working hours which by itself would lead to
promotion of the organizational health.
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