The Practicing Degree of Organizational Justice by the Administrative Leaders at the Jordanian Ministry of Education and its Relationship with the Subordinates’ Performance and Trust in their Leaders

Dr. Faleh Salamah Al-Louzi, Dr. Ala'aldin Alrowwad and Dr. Ra’ed Masa’deh
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Dr. Faleh Salamah Al-Louzi: Part-time Leacturer, Specialist in Educational Sciences, Amman, Jordan
Dr. Ala'aldin Alrowwad: Department of Business Management, School of Business, The University of Jordan, Aqaba Branch, Jordan
Dr. Ra’ed Masa’deh: Department of Management Information Systems, School of Business, The University of Jordan, Amman, Jordan & Dean of the Faculty of Management and Finance, The University of Jordan, Aqaba Branch, Jordan

Journal of Social Sciences (COES&RJ-JSS), 2018, vol. 7, issue 4, 277-302

Abstract: This study aims at identifying the practicing degree of organizational justice by the administrative leaders at the Jordanian Ministry of Education and its relationship with the subordinates’ performance and trust in their leaders. In order to accomplish this aim, the study aimed at answering the following five questions: What is the practicing degree of organizational justice by the administrative leaders at the Jordanian Ministry of Education from the viewpoint of the subordinates? What is the performance level of the subordinates from the viewpoint of their leaders? What is the trust degree between the administrative leaders in the Jordanian Ministry of Education and their subordinates from the viewpoint of the subordinates? Is there a statistically significant relationship at (?? 0.05) between the practicing degree of organizational justice by the administrative leaders at the Jordanian Ministry of Education and the performance level of their subordinates? Is there a statistically significant relationship at (?? 0.05) between the practicing degree of organizational justice by the administrative leaders at the Jordanian Ministry of Education and the subordinates’ trust in them? The study population consisted of all the Administrative Leaders, Division Heads, and the Subordinates in the Directorates of the Jordanian Ministry of Education {(1548) subordinates, (18) of them are managing directors, (52) are specialized directors, (196) section heads, and (1282) subordinates.} The study sample consisted of (486) individuals and included (18) General Directors, (52) Specialized Directors, (104) Division Heads and (312) subordinates. The researchers used a questionnaire with this instrument to collect data about the organizational justice of the administrative leaders, subordinats' performance, and trust between leaders and subordinates. The researchers employed content validity to insure validity of the three instruments and used test-retest for reliability. In order to answer the study questions, the means, standard deviations, and Person Correlation Coefficient have been used. The study results have shown the following: The practicing degree of organizational justice by the administrative leaders at the (MOE) was generally high in all its dimensions. The performance level of the subordinates at the Ministry of Education (MOE) was high. The organizational trust between the administrative leaders in the Ministry of Education and their subordinates was high. There was a statistically significant relationship at (?? 0.05) between the practicing degree of organizational justice and the performance level of subordinates. There was a statistically significant relationship at (?? 0.05) between the practicing degree of organizational justice and the subordinates' trust in their leaders. In light of these results, the researchers proposed a number of recommendations, some of which are: Leaders should continue promoting organizational justice at the Ministry of Education as a substantial value in its culture. Explanation of the positive relationship and its importance between organizational justice and subordinates' performance and their trust in their leaders to the middle management at the (MOE). Conduct more studies about the relationship between the organizational justice and other variables such as work satisfaction and motivation.

Keywords: Organizational Justice; Subordinates’ Performance; Trust in Leaders; Jordan (search for similar items in EconPapers)
Date: 2018
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