Identification and Prioritization of the Indicators of Justice-oriented Training and Improvement System

Document Type : Research Paper

Authors

1 Department of Public Management, Science and Research Branch, Islamic Azad University, Tehran, Iran

2 Department of Public Management, Tehran Science and Research Branch, Islamic Azad University, Tehran, Iran

Abstract

Abstract
According to strategic human resource management, employees are considered as the assets of the organization, and appropriate training and improvement in this regard are considered as an effective investment in these assets. Training and improving the employees is a strategic action that improves the quality of the job at the individual level, is the factor of excellence at the organizational level and development of the organization at the national level that leads to an increase in productivity. The human resources training and improvement system acts as a complement to the employment system, which empowers employees and guarantees future success. The main purpose of this research is to identify and prioritize the indicators of justice-oriented training and improvement system. The research method was mixed exploratory, in which qualitative and quantitative data was collected through interviews and questionnaires. A sample of 15 experts (human resources management professors) was selected through purposeful judgment sampling. The validity of the coding process was evaluated via re-coding method, and also the validity was assessed using re-examination of the interviewees. The indicators of the justice-oriented training and improvement system were identified by means of interview and Scott reliable coefficient and they were analyzed for a prioritization in an analytical hierarchy process questionnaire based on the AHP method. Finally, according to the results of the research, the indicators of proportionality, accessibility and effectiveness in regard with distributive justice dimension, indicators of bias, correct ability, representativeness and standardization and in respect with the procedural justice dimension, indicators of respect, trustfulness and feedback with regard to the interactional justice dimension and finally the indicators of justification, clarification and information sharing in regard with informational justice dimension were identified and prioritized in the training and improvement system.

Keywords


  • Aragon, M.I.B & Jimenez, D.J and Valle, R, S. (2014). Training and performance: The mediating role of learning. BRQ (Business Research Quarterly), 17(3), pp 161-173  
  • Arnold, T & Spell, S. (2006). The Relationship between Justice and Benefit Satisfaction. Journal of Business and Psychology. 20(4), pp 599-620
  • Colquitt, J.A & Lepine J.A and Wesson, M.J. (2010). Organization Behavior: Essential for performance and commitment. Mc Graw-hill International, pp 125-128.
  • Eberlin, R & Tatum, B. (2005). Organizational Justice and Decision Making when good intentions are not enough. Management Decision, 43, pp 420-450
  • Grossman, R & Salas, E. (2011). The transfer of training: what really matters? International Journal of Training and Development, 15(2), pp 103-120
  • Jiang, Z & Gollan, P and Brooks, G. (2015). Relationship between organizational justice, organizational trust and organizational commitment. The International Journal of Human Resource Management, Vol.6, pp 471-490
  • Kashif, M & Mahmood, B and Aigaz, S. (2016). Organizational Justice and Job Satisfaction in Banking sector of Pakistan, Global Journal of Management and Business Research, Vol 16, pp 12-19
  • Mathis, R & Jackson, J.H. (2010). Human Resource Management. Published by South-Western Educational Publishing, 13th, pp 350-378
  • McAuliffe, E & Manafa, O and White, E. (2009). Understanding Job Satisfaction among Mid-Level Cadres in Malawi: The Contribution of Organizational Justice. Reproductive Health Matters, 17(33), pp 80-90
  • Miner, A.G & Glomb, T. and Hulin, C. (2005). Experience Sampling Mode and Its Correlates at Work. Journal of occupational and organizational psychology, 78, pp 171-193
  • Schuler, R.S & Jakson, S. (2007). Repositioning the human resource function: transformation of demise? Academy of management executive, pp 49-60
  • Skarlicki, D.P & Folger, R. (2003). Fairness and Human Resource Management. Human Resource Management Review, pp 1-5
  • Teenhankee, J & Fellow, S. (2010). Background Paper on Access to Justice Indicators in the Asia-Pacific Region, The La Salle Institute Governance (LSIG), with the support (UNDP). pp 5-8
  • Warner, S & Lewison, J and Lewis, J. (2015). Refocusing Competencies Is an Emerging Issue in HR Training. Berrett-Koehler Publishers, Inc. pp 125-160.