Abstract:

Economic and social developments in our age; It has made understanding the attitudes and behaviors of human capital, which is one of the most important resources of organizations, the essential art of management science. In this study, it was aimed to investigate the regulatory role of organizational justice in the relationship between teachers' organizational identity and commitment. While studies examining the relationship between organizational commitment and organizational justice perception are quite common in the literature, there are few studies that deal with these concepts with an integrated model. Therefore, the regulatory effect of the concept of organizational justice is discussed in the context of this research. This research is a quantitative study designed in relational screening model. The data of the research was obtained from 567 teachers working in the province of Istanbul by convenience sampling method. The "Organizational Identity Scale" developed by Jones and Volpe (2010), the "Tripartite Commitment Scale" developed by Meyer, Allen and Smith (1993), and the "Organizational Justice Scale" developed by Niehoff and Moorman (1993) were used in the research. Confirmatory Factor Analysis was performed for the validity of the scales and hierarchical regression model was used to determine the regulatory role of organizational justice. The data collected from the participants were analyzed using statistical package programs. In this study, it was determined that interactional justice has a moderating role in the relationship between organizational identity perception and continuance commitment and normative commitment, and distributive justice has a moderator role in the relationship between organizational identity perception and normative commitment. In this context, it has been determined that managers' fair practices and positive behaviors have a regulatory role in the relationship between organizational identity and commitment. In line with the research findings, it has been suggested that managers should attach importance to interaction and distributive justice in management activities and practices in order to increase employees' organizational identity perceptions and commitment.

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