Structural Model of Employees’ Organizational Commitment Based on Organizational Health and Organizational Culture with the Mediating Role of Organizational Justice
Document Type : Original Article
Author
Educational Sciences, Faculty of Literature and Humanities, University of Urmia, Urmia
Abstract
Background and Aim: Employee organizational commitment is a key indicator of effectiveness in higher education institutions. Understanding organizational factors that strengthen commitment can enhance performance and organizational sustainability. This study examined the effects of organizational health and culture on organizational commitment, with organizational justice as a mediating variable, among the staff of Urmia University.
Methods: This applied study employed a descriptive–correlational design using a survey approach. The population included all 500 staff members of Urmia University, of which 217 were randomly selected based on Cochran’s formula. Data were collected using standardized questionnaires on organizational health (Hoy & Feldman), organizational culture (Edgar Schein), organizational justice (Greenberg), and organizational commitment (Balfour & Wechsler), and analyzed using structural equation modeling in Smart PLS.
Results: Organizational health (β=0.381) and organizational culture (β=0.159) had significant positive effects on organizational commitment. Organizational justice also had a significant direct effect on commitment (β=0.493) and partially mediated the relationships between organizational health, culture, and commitment.
Conclusion: Enhancing organizational health and culture through promoting perceptions of justice can increase employee commitment. Implementing fair practices and strengthening managerial support play a key role in fostering positive organizational attitudes.
Methods: This applied study employed a descriptive–correlational design using a survey approach. The population included all 500 staff members of Urmia University, of which 217 were randomly selected based on Cochran’s formula. Data were collected using standardized questionnaires on organizational health (Hoy & Feldman), organizational culture (Edgar Schein), organizational justice (Greenberg), and organizational commitment (Balfour & Wechsler), and analyzed using structural equation modeling in Smart PLS.
Results: Organizational health (β=0.381) and organizational culture (β=0.159) had significant positive effects on organizational commitment. Organizational justice also had a significant direct effect on commitment (β=0.493) and partially mediated the relationships between organizational health, culture, and commitment.
Conclusion: Enhancing organizational health and culture through promoting perceptions of justice can increase employee commitment. Implementing fair practices and strengthening managerial support play a key role in fostering positive organizational attitudes.
Keywords
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