الفهرس 
Significance of the StudyOnly 14 pages are availabe for public view
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Abstract
Summary Organizational justice is one of the essential factors in existing and supporting the improvement of the organization and its employees. Providing justice in institutions is the duty of the manager. In the last decade, many health professionals have organizational justice about the applications of operational, informational, and interpersonal justice at public hospitals in our country. Organizational justice has three aspects of justice: distributive justice, procedural justice, and interactional justice (sometimes broken down further into informational justice and interpersonal justice). Nurses are a true asset for any health organization and every organization wants to get the maximum benefit from its resources. Employees can only perform well and increase their productivity if they are treated fairly and this happens if there is organizational justice. Therefore, the aim of this study was to identify the relationship between organizational justice and nurses’ productivity at Shebin El-Kom Menoufia University Hospitals. A descriptive co relational research design was utilized in the current study. This study was conducted at the selected general and closed (critical care) units at Shebin El-Kom Menoufia University Hospitals. Menoufia University Hospitals was established in 1993. These hospitals are divided into four buildings, namely General Hospital, Emergency Hospital, A Specialty Hospital, and Oncology Institution. The bed capacity of these hospitals is 1100 beds. The General Hospital includes internal medicine, ophthalmology, ENT, orthopedic, and urology departments in addition to the hemodialysis unit. The subjects in this study were staff nurses who worked at the selected hospital and met the inclusion criteria. The minimum sample size required for correlation analysis was 296 participants. The total sample size of this study was 300 participants. Self-administered questionnaire was used to collect data from respondents using 1) an organizational justice questionnaire: This tool developed by Niehoff and Moorman (1993). It was used to measures the organizational justice in three aspects as distributive, procedural and interactional justice. 2) Productivity questionnaire: This tool developed by McNeese-Smith (1996).It was used to measure productivity. Tools were tested for validity and reliability and administered to subjects. The questionnaires were self-administered to staff nurses after explaining the purpose of the study. Data were analyzed using the appropriate tests. The results of the present study revealed that: Regarding socio-demographic characteristics, more than half of the studied nurses were between 20 to30 years. In addition, more than half of the studied nurses were working in the general department. About three-quarters of them were female, and the majority of the studied nurses were married. According to their experience, the highest percentages of them had experienced between 1-5 years and finally, the majority of the studied nurse had an associated degree in nursing. The present study results revealed that more than half (58%) of the studied nurses had a low level of the total score of organizational justice. Also, the majority of studied nurses had a low-level interactional justice, followed by procedural justice and then distributive justice. Regarding nurses’ productivity, the present study results revealed that the majority of studied nurses’ productivity was not achieved regarding equipment and supplies followed by work condition, work motivation, goal attainment, development and advancement, initiative, quality of nursing services, decision making and problem- solving, physical work environment, nurse growth, and sick leaves. The present study results revealed that the highest percentage (89.7 %) of studied nurses’ productivity was achieved regarding waste
disposal. Also, approximately three-quarters of the studied nurses reported that they achieved regarding social relations, work habits, new skills, work engagement, work effectiveness respectively and more than half of the studied nurses reported that they achieved regarding work organization. The present study results revealed that there was a high positive statistically significant correlation between organizational justice and nurses’ productivity. The present study results revealed that interactional justice had the strongest effect (p=0.000) and a highly significant contributor to nurses’ productivity (B=0.326, t=3.921, p<0.05). Meanwhile, procedural justice and distributive justice both show the significantrelationship towards nurses productivity. In conclusion, more than half of the studied nurses had a low level of organizational justice. There was a statistically significant difference among organizational justice aspects. the present study results revealed that three-quarters of the studied nurses had a low level of nurses’ productivity, and there was a high positive statistically significant correlation between organizational justice and nurses’ productivity. Therefore, the study recommended the following: Hospitals can develop policies that maintain fair nurses’ recruitment, provide frequent feedback, design a climate of fairness, and create a competitive salary system based on productivity. Foster the development of a close relationship betweennurses’ managers and nurses. Encourage nurses’ managers to use a freeflow of information, trust to nurses, open and two ways of communication to improve interactional justice. Nurses managers must be careful to send the same messages to all nurses and using various tools to communicate. Training program must be developed for staff nurses to improve productivity, decrease waste time, and increase patient care time. Conducting continuing education programs (training courses) for nurse managers about management functions (clinical, managerial, professional skills) and how it can be used to empower subordinates to increase productivity.