Irbid City Center- Irbid- Jordan · Real Estate Investments \ Irbid City Center- Irbid- Jordan...

$Page 1: Irbid City Center- Irbid- Jordan · Real Estate Investments \ Irbid City Center- Irbid- Jordan Prof. Nazem M. M. Malkawi1 and Dr. Kalid Al Omari2 1(Professor – Economic and Business$
Nazem M. M. Malkawi and Kalid Al Omari, International Journal of Research in Engineering, IT and Social

Sciences, ISSN 2250-0588, Impact Factor: 6.565, Volume 10 Issue 7, July 2020, Page 43-56

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The Role of Organizational Justice in

Managing Organizational Conflict -Case

Study at Jordanian Marseilles company for

Real Estate Investments \ Irbid City

Center- Irbid- Jordan

Prof. Nazem M. M. Malkawi1 and Dr. Kalid Al Omari2 1(Professor – Economic and Business College- Jadara University- Irbid- Jordan)

2(Assistant Prof. – Economic and Business College- Jadara University- Irbid- Jordan)

Abstract: This study aimed to know the impact of organizational justice on organizational conflict management

at Jordanian Marseilles Company for Real Estate Investments \ Irbid City Center - Irbid- Jordan.

To achieve this, a questionnaire was distributed to the sample of the study at Jordanian Marseilles company

for Real Estate Investments\ Irbid City Center, (75) valid questionnaires recovered. The study concluded with

some results, the most: Jordanian Marseilles Company for Real Estate Investments apply organizational justice

at high rates, organizational conflict management also high. There is a significant statistical effect of

organizational justice on organizational conflict management as a whole and on all its indicators (Inter-personal

conflicts, Intra-group conflicts, and Organizational conflicts) at (α ≤ 0.05) in Jordanian Marseilles Company for

Real Estate Investments. At the end researchers, recommend the company management to expand applying

organizational justice in its all dimensions in the company, reinforce using of organizational justice in managing

organizational conflict with all its areas, and aware management and employees in the company about how to

manage organizational conflict by adopting organizational justice.

Key words: Organizational Justice, Organizational Conflict Management, Irbid City Center, Jordan.

I. INTRODUCTION Issues of justice are a key concern to all individuals and societies. In work settings, employees often compare

rewards they receive with their contributions to the organization and the rewards received by their colleagues.

Employees also judge the fairness of the decision-making procedures used by organization whether they are

consistent, unbiased, accurate, correctable, and representative of worker concerns (Adams, 1965; Leventhal,

1976).

Organizational justice is of great importance on the organizational side. This importance highlighted by the

link between organizational justice variable and its relation to many organizational variables. The existence of

organizational justice has become a strategic necessity for business organizations in today's world where working

to achieve competitive advantage increases and becoming a big issue. The most important sources to achieve this

is the development of practices and decisions towards the achievement of organizational justice, which, in turn,

achieves several organizational advantages, primarily the reduction of organizational conflicts and strengthening

of organizational citizenship behaviors (Malkawi, 2017a) (Haider, 2008).

From the other hand any state, society or organization is not without an organizational or functional conflict

in various functional areas, the organizational conflict is a confusion and disruption of the work and means of

decision-making (Malkawi, 2018a), complicating the selection process between the alternatives available. If the

conflict is at certain and acceptable level, it has positives. It gives the field to encourage and motivates the benefit

of the functioning performance of individuals and communities, but if it arrives to the high levels, it has several

negative and causes, and needs solutions to it. Therefore, this study comes to examine the relationship between

organizational justice and conflict at one of business organizations in Jordan, which is Jordanian Marseilles

Company for Real Estate Investments.

II. LITERATURE REVIEW

2.1 Organizational justice Organizational justice as a concept depends primarily on the social aspect or the so-called social comparison,

where the individual compares what happens to him in the organization to others of his colleagues. The roots of

organizational justice to the advocacy of (Adams m, 1965) to equality, and here is the justice distribution in terms

of comparison of individual inputs (Wages, rewards and privileges) compared to other colleagues. If he feels equal

to the rate of inputs and outputs with others, this will push him to increase his proficiency and provide him with





an incentive to work, while the opposite will occur in the case of the sense of inequality, leaving a negative impact

on work (Malkawi, 2018b). In addition, contemporary management scientists considered it an advantage for active

and high-end organizations (Asmary 2014). In other words, organizational justice has the potential to create

powerful benefits for organizations and employees alike. These include diminished conflict, increased job

performance, more citizenship behaviors, and greater commitment (Cropanzano; Bowen, and Gilliland, 2007).

Organizational justice defined as the degree of equality and integrity in the rights and duties that reflect the

relationship of the individual to the organization. The idea of justice embodies the principle of achieving the

obligations of the employees towards the organization in which they operate and the organizational trust required

between the parties (Al-Omyan and Saudi, 2009, p. 399). It also known as the level of workers' awareness of

equality or justice in the incentives, returns or actions they receive within the organization (Hopkin, &

Weathington, 2006, p. 478). Whereas (Greenberg, 1990, p. 401) define organizational justice as the way in which

an individual rule by it on the fairness of the manner, which the manager uses in both the functional and human

aspects.

Thus, organizational justice represents the level of the worker's awareness of the state of fairness and equality

of treatment and the various measures taken by the management of the organization towards the employees, and

comparing these measures with his colleagues and the efforts exerted by the worker and the returns from them.

Therefore, it refers to employee perceptions of fairness in the workplace.

The importance of organizational justice attributed to several reasons. The most important of these is the need

to abandon destructive organizational policy based on bureaucracy and feelings of injustice and threat to workers.

This is in line with the modern approach to defining the contemporary organization's actors based on adopting

ethical policies and providing organizational support to reflect continuity and achievement of organization and

employee goals (Mustafa, 2008). The concern for organizational justice stems also from the regulation or

prevention of hostile and undesirable behaviors to workers, that may result mainly from the absence of a sense of

justice within the organization (Wadi, 2007), it also may encourage sharing knowledge (Malkawi, 2016) and

contribute in developing intellectual capital (Malkawi, Alomari& Halasa). (Cropanzana, Bowen, & Gilliland

2007) and others see that organizational justice contribute to the alleviation of conflict within organizations.

2.1.1 Dimensions of Organizational Justice

Researchers cited several dimensions of organizational justice, the most important are (Usmani& Jamal, 2013)

(Gim, Dasa& Mat, 2014):

1. Distributive justice.

The distribution justice is the fairness of the outputs that the employee receives from the organization

and thus indicates the sense of the workers of the fair distribution of organizational outputs. The most

important focus of the individuals in their professional outcomes is the comparison of these outputs with

the outcomes of their peers in the organization itself or outside it in similar organizations. It is tangible

like wages and physical benefits, and intangible incentives such as promotion opportunities, job burdens

and duties, and the number of hours worked (Ince & Gül, 2011).

2. Procedural justice.

It reflects the employees' sense of fairness in the decision-making processes related to the distribution of

outputs. It also means perceived justice about the procedures and policies used to make decisions in the

workplace (Abu Jasser, 2010)

3. Transactions (Interactional) justice.

The extent to which employees feel the fairness of the treatment and relations obtained by the employee

when the formal procedures apply to him. Alternatively, the extent to which he knows the reasons for

the application of these procedures, namely, the treatment of ethics and respect by the superior to the

subordinate, confidence and cooperation between the president and the subordinate. In addition, the

interest of the president in the interests of the employee, which may lead to interpret and justify practices

toward employees (Karshoom, 2010).

4. Informational justice.

It is related to the fairness of the individual's information related to achievement of the organizational

functions entrusted to him, as well as information on the decisions and actions taken against him and

their justification. Technology governance and information systems auditing help ensure that information

is accessible to those of good quality, place and time required (Malkawi, 2016) (Malkawi, Alraja &

Alkier, 2010).

2.2 Organizational conflict The rapid change and technological development in the environment in which human beings live, the intense

competition of organizations and the continuous evolution of ideas and concepts have led to the emergence of

various challenges, such as conflict management, and this change is one of the causes of conflict.

No organization can do efficiently and effectively without the continuous interaction between individuals and

groups at different levels and administrative units of the organization. Individuals and groups depend on one

another for such purposes as information exchange, opinion, experience, cooperation, consultation, inquiry, etc.





This interdependence can lead to cooperation and cohesion or conflict (AlMagribi, 1995). Conflict may have

negative or positive consequences on the workers or institution, depending on the type of conflict in terms of its

intensity, its impact on the performance of the employees, the objectives of the institution, and on the manner in

which the managers manage the conflict effectively and benefit from it to the fullest extent possible. Conflict

management is one of the aspects of human behavior in the work environment. Identifying the factors of conflict

in the work environment facilitates understanding and analysis of the conflict and thus facilitates a positive

management and management of constructive scientific management (Al-Najjar, 1992).

Organizational conflict is one of the main forms of interaction. It is confusion or disruption of work and means

of decision making in a way that makes it difficult to distinguish between alternatives. Most writers pointed out

that the existence of conflict at a certain level considered a source of strength to increase the performance of

individuals and groups, high level with more negative effects than positive ones. There is no doubt that

environmental pressures play a major role in creating conflict between individuals, whether they are social or

economic pressures, which in turn lead to psychological stress resulting in conflict between individuals. The

conflict in the organizations has taken a great place especially in the books of management and organizational

behavior in recent years due to increased environmental and organizational pressures on individuals (Al- Adaily,

1995, p. 29).

Conflict emanates primarily from fields such as business, sociology, psychology, etc. Robbins defines conflict

as "the activity adopted by a person to corrupt someone else's efforts through a form of disability that can frustrate

a person and cause him or her to be unable to achieve his goals or interests. In the opinion of the (Arab Forum for

Human Resources Management, 2012), organizational conflict is one of the main forms of interaction. Conflict

can also be defined as confusion or disruption of work and decision-making methods, making it difficult to choose

between alternatives. Most writers have indicated that conflict at a certain level is an incentive and is a source of

strength to increase the performance of individuals and groups, but the high level of conflict has more negative

effects than positive ones.

Organizational conflict defined as an expression of dissatisfaction or an expression of a disagreement in the

unfulfilled goals and expectations within the organization, which manifested through groups in the organization

when a member of a group feels that the other group is obstructing his group from achieving its objectives or

expectations (Daft, 2001: 443).

To control the conflict, there are five strategies (coercion, avoidance, appeasement, compromise, or

confrontation) (Adel, 1999). Therefore, the task of management is to maintain the best level of conflict that can

be directed towards productive purposes, and to identify the expected positive aspects of conflict resolution

methods and employ them to increase the organization's ability to achieve the objectives. The way to strengthen

organizational cohesion from within the organization is best in dealing with conflict, because it is the product of

the interaction of ideas and various methods under the criterion of better achievement of objectives. Focusing on

identifying the most important causes of conflict and the potential for investment them on the one hand and the

expected outcomes of dealing with these causes on the other hand. However, (Thomas and Schmidt, 1976) said

that managers may spend more than 20% of their time settling disputes among employees, and they are not always

successful (Schoorman & Champagne, 1994).

Researchers classified four levels of conflict, these are (Omisore& Abiodun, 2014) (Eissa, 2010):

1. interpersonal conflict

Arising from the experiences and expectations of the individual and their reflection on his behavior and

way of dealing with the events.

2. Interpersonal conflict /intra group conflict.

Is the conflict that results from the difference between individuals in the workplace and often appears

when individuals interact to accomplish common tasks or goals (organizational conflict)?

3. Inter group/Inter departmental conflict.

A conflict resulting from the difference in culture and expectation among groups in a single organization

(organizational conflict also).

4. Inter organizational conflict.

A conflict resulting from different organizations interests and objectives and in the way of access to

scarce resources.

For the purposes of this study the first three levels of organizational conflict were adopted (interpersonal

conflict, Interpersonal conflict /intra group conflict, and Inter group/Inter departmental conflict).

Conflict is a process in which one party suggests that another party is opposing his interest. As a role, people see

only the observable part of conflict – angry words and actions of opposition. This is only a small part of the

conflict process (Mcshane and Glinow, 2008). However, there are five stages of conflict process consists of:

1. Potential opposition or incompatibility.

2. Cognition and personalization.

3. Intentions.

4. Behavior.





5. Outcome.

2.2.1 Sources of Conflict

(Omisore& Abiodun, 2014) identifies two sources of conflict and they include:

1. Internal Sources: They refer to factors, which are inherent within the framework of an organization.

2. The External Sources: These sources are outside the four walls of an organization.

In general, the causes of conflict stem from the organizational environment represented by: the environment,

strategy, technology, culture and structure. The observed indicators of the conflict concluded by (Hatch, 1997):

lack of trust and respect, distorting information and facts, loss of cooperation, avoidance of interaction, growing

differences among groups, low morale, increased rules and instructions, poor communications horizontally and

vertically, and escalating conflict across the structure. E-management may reduce the conflict (Malkawi, Alraga&

Hamadnah, 2013)

The general assumption is that conflict tends to have negative consequences for the individual and the

organization. Therefor the dysfunctional effects of conflict are (Omisore& Abiodon, 2014):

1. Conflicts affect individual and organizational performance. Resolving conflicts takes big part of

managerial time and energy, which could be more productively spent.

2. In a conflict situation, people may promote their personal gains and interests at the cost of others or the

organization.

3. Intense conflicts over a prolonged period affect individuals emotionally and physically, and give rise to

psychosomatic disorders.

4. Time spent on conflicts, if costed, could have been spent doing things that are more productive.

5. Conflict may affect employee morale, and decline in the productivity and market share of product/service

and consequent revenues.

Conflict is important for organizations if it is well managed. So Conflict (Dulaimi, 1999):

1. Conflict is an instrument of adaptation and survival: the existence of the conflict in the organization and

its discovery necessitates its management to confront and deal with it, which drives it to change and

adapt to the purpose of survival and growth.

2. conflict is a tool to develop and stimulate the capabilities of contemporary manager:

Confronting and conflict management is an essential task of the contemporary manager, who expected

to undertake appropriate change processes to manage the conflict so that its results serve the organization,

which requires him to develop his abilities and skills in order to manage conflicts.

3. Conflict is an instrument of creativity:

There is a relationship between conflict, performance and creativity. When there is no conflict, it means

that performance is inertia, but if the circumstances of the conflict are limited and controlled, individuals

can develop the willingness and motivation for initiative and creativity. At the same time, the high level

of conflict or indifference negatively affects performance and creativity.

4. Conflict is a tool for operating the organization's movement:

The conflict is becoming more and more of a concern not only because it is a cause of confusion and

chaos in the organization, but also because it leads to the collapse of the organization in the absence of

good governance. At the same time, it will be a positive factor contributing to increase organization's

effectiveness, and make it work to overcome the stage of weakness in which they are going and to move

towards the achievement of its objectives, if the conflict is well managed.

2.2.2 Relationship between organizational Justice and organizational conflict

The sense of organizational justice affects the size and quality of organizational conflict. The reflection of the

performance appraisal process for example on the employees' sense of organizational justice is due to the impact

of the performance appraisal process on all important decisions affecting the individual's career, such as

promotion, transfer, salary and training decisions. An individual's sense of the fairness of the income he receives

as compared to other individuals holding the same job in the same organization affects the performance of the

staff for any additional functions. The careful study of justice also shows that the definition of the role to

employees they do, mediate the relationship between the perception of organizational justice and the behaviors

that lead to the organizational conflict. In addition, the importance of organizational justice showed in its impact

on the behavior of conflict management through the method of monitoring the performance of workers or what is

known as the supervisory style or social relations between the manager and the subordinate.

The administrative system, which takes into account only one dimension of organizational justice without

taking into account the dimensions of organizational justice, will reduce the sense of justice necessary for trust

between management and staff, which can positively affect the behavior of individuals and groups, and

management. The real relationship between organizational justice and organizational conflict and management

stems from the organization's ability to realize this justice and to use it as a tool for managing the conflict in the

organization and harnessing it to serve the organization's strategic objectives rather than being a hindrance.

Therefore, we can say that organizational justice plays a big role in managing conflict in all organizations, and it

is necessary to study it with all its main variables to deal with conflict efficiently.





III. PREVIOUS STUDIES Özan; Özdemir& Yaraş, (2017) this study aimed to examine the mediation role of organizational justice

perception of administrators’ political and paternalistic leadership behaviors on conflict resolution behaviors. The

study conducted with 330 high school teachers working in the central district area in Elazığ. The study found

positive and significant relationships between administrators’’ paternalistic leadership behaviors and

organizational justice perceptions and between political leadership behaviors and conflict resolution behaviors. It

found also negative and low level significant relationships between paternalistic leadership and political

leadership behaviors, paternalistic leadership behaviors and conflict resolution behaviors, political leadership

behaviors and organizational justice. In addition, there is a mediation role on administrators’ political and

paternalistic behaviors over conflict resolution behaviors.

(Alqhaiwi, 2015) study titled”The Impact of the Conflict Patterns on the Organization Empowerment of

the Employees in the Jordanian Phosphate Company”, it aimed to identify the impact of the conflict patterns on

the organization empowerment of the employees in the Jordanian phosphate company. A questionnaire designed

for this purpose which. The study concluded with some findings: There were significance impact for the conflict

patterns (competition, courtesy, cooperation and compromise), on the organization empowerment of the

employees in the Jordanian phosphate company, and there was no statistically significance impact for the conflict

pattern (avoidance), on the organization empowerment of the employees in the Jordanian phosphate company.

The study recommended working to increase awareness among workers in the Jordanian Phosphate Company on

the concept of organizational conflict and dealt with a rational and correct way.

(Shannon; Jeremy& Brian 2015) Organizational justice and conflict: Do perceptions of fairness influence

disagreement? The purpose of this paper was to study the impact of multiple dimensions of organizational justice

(i.e., distributive, procedural, interactional, and informational) on the perception of intragroup conflict. Staff from

262 regional sport commissions and convention and visitors bureaus in the United States responded to an online

study to measure perceptions of justice and conflict. Results indicating procedural, interactional, and informational

justice predicted the perception of intragroup conflict in this setting. Instrumental and relational models may

explain impact of each type of justice, which has implications for sport management theory and practice.

(Omisore & Abiodun, 2014) study which examined the causes, effects and remedies of organizational

conflict. The study found out that like other terms, conflict generates considerable ambivalence and leaves many

scholars and administrators quite uncertain about its meaning and relevance; and how best to cope with it.

Conflicts are inevitable in human life and in organizations. Conflict is an inseparable aspect of people as well as

organizations’ life. The study also discovered that conflicts occur in organizations because of competition for

supremacy, leadership style, etc. If a conflict is not timely and well managed, it can lead to low productivity.

Conflict can sometimes produce positive result, if well managed. Efforts should always be made to ensure that

the causes of conflicts are addressed as soon as they are noticed; early recognition and paying attention to the

conflicting parties and negotiation between parties involved in the conflict should be adopted in resolving conflicts

while force or intimidation should never be used to resolve conflicting parties.

Study (Obaid, 2011), the study aims at identifying the causes of the organizational conflict from the point

of view of the physicians working in the governmental hospital in Rafidia and its relation to role ambiguity, the

organizational climate, the work pressure, and the supreme commitment of management support. The study

concluded for a number of results, including the high level of organizational conflict in the hospital, and it has a

significant effect on both the ambiguity of the role and the pressures of work and the commitment of senior

management in the occurrence of Conflict, and increase of the level of work stress.

Al-Attar (2011), "The Impact of Organizational Management Strategies on Functional Alienation: An

Empirical Study on Staff Working in Jordanian ministry centers". The aim of this study is to find out the impact

of organizational conflict management strategies on career alienation from the point of view of employees working

in Jordanian ministry centers. The study sample consisted of 151 staff members in Jordanian ministries. The most

important results of the study are the perceptions of the respondents of the strategies of organizational conflict

management came to (medium) and in order (cooperation, compromise, avoidance, courtesy or competition).

There are statistically significant differences in the perceptions of the respondents of organizational conflict

management strategies due to the variable (Gender, marital status).

(Yusuf, 2010) study entitled "Conflict in Decision Making and its Impact on Productivity" An applied

study on the Sudanese Airlines and the General Authority for Civil Aviation. The study aimed to identify the

organizational conflicts between the workers in terms of the nature of the conflicts and their implications and the

nature of the conflicts. Perceptions of other administrative levels in terms of negative or positive, and then identify

the most common patterns among these administrative groups, and the researcher adopted the descriptive

approach. The study found several important results: Organizational conflicts among institutional managers are

attributed to organizational and personal reasons. Lack of a clear and flexible organizational structure for personal

reasons of staff. Organizational structures are not clear and precise and there is no precise job description or

uniform designation of jobs in public sector institutions. There is no central agency responsible for managing the

conflict and lack of attention to the training aspects of the human component of the Sudanese Airlines while there





is a training institute in the General Authority of Civil Aviation. Personal conflict does not reduce productivity,

and managers have not benefited from the conflict because they do not understand it

B. Charles Tatum, Richard J. Eberlin, (2008) this study aimed to investigate the relationships between

organizational justice and conflict management. Two vignettes described that illustrate a manager who is highly

sensitive to organizational justice issues; and a manager who disregards organizational justice issues. The study

found a manager who is sensitive to organizational justice issues is more likely aware of potential conflicts that

might arise during an encounter with an employee. In addition, for this manager the most likely approach to

addressing conflict is collaboration. While, the insensitive manager tends to be more concerned with procedure

than with the openness of processes or fairness.

Study of (Judge& Colquitt, 2004) “Organizational Justice and Stress: The Mediating Role of Work–

Family Conflict”. This study aimed to study the relationship between organizational justice (Distributive,

procedural, interpersonal, and informational injustice) and stress and whether work–family conflict was a

mediator of the relationship. Sample of 174 faculty members employed at 23 U.S. universities chosen. The results

revealed that procedural and interpersonal justice had the strongest relationships with stress, and that these effects

mediated by work–family conflict.

The previous studies dealt with organizational justice and organizational conflict seperately in sometimes, and

using minor micro veriables when used them with each other, they applied in defferent sectors, productive or

service organizations, other studies dealt with the impact of organizational justice in stress, productivity and other

variables. This study comes to study the role of organizational justice in organizational conflict management at

one of most important real estate companies “Jordanian Marseilles Company for Real Estate Investments”.

IV. METHODOLOGY Importance of the Study

The results of this study will show how to use organizational justice to manage organizational conflict, the

extent to which organizational justice affect organizational conflict, and how to exploit organizational justice in

organizational conflict management. This shall help Jordanian Marseilles Company for Real Estate Investments

and other organizations to exploit their employees in enforcing performance and achieving competitive advantage

(Malkawi, Obeidat& Halasa, 2017) (Malkawi, Obeidat& Baniata, 2017)

4.1 Problem Statement

Organizations faces many challenges in today’s business, one of the most these challenges is organizational

conflict, and managing conflict. Organizations use many tools to deal with conflict in order to enforce positives

and decrease negatives of it. Organizational justice is one of these tools that worth studying in organizations

because it has many effects on employees’ behavior. Therefor the problem of this study comes from studying this

subject in one of business organizations, which is Jordanian Marseilles Company for Real Estate Investments, and

concluded in answering the question:

How organizational justice affect organizational conflict management at Jordanian Marseilles Company

for Real Estate Investments?

Research on this topic and explore organizational justice and its effect on organizational conflict management is

very important at Jordanian Marseilles Company for Real Estate Investments- Irbid State- Jordan to sustain its

competitive advantage, also as a guide for other organizations in this subject.

4.2 Objectives of the Study

The general purpose of this study is to find out the role of organizational justice in conflict at Jordanian

Marseilles Company for Real Estate Investments.

This study aims to:

1. Find out the level of organizational justice at Jordanian Marseilles Company for Real Estate Investments

2. Find out the level of organizational conflict management at Jordanian Marseilles Company for Real

Estate Investments.

3. Find out the role of organizational justice in organizational conflict management at Jordanian Marseilles

Company for Real Estate Investments.

4. Give recommendations in this regard.

4.3 Hypothesis

The first main hypothesis of the study: There is a significant positive effect at (α≤0.05) of organizational

justice on organizational conflict management at Jordanian Marseilles Company for Real Estate Investments.

Minor hypothesis are:

P1: There is a significant positive effect at (α≤0.05) of distribution justice on organizational conflict management

at Jordanian Marseilles Company for Real Estate Investments.

P2: There is a significant positive effect at (α≤0.05) of Procedural justice on organizational conflict management


P3: There is a significant positive effect at (α≤0.05) of transactions justice on organizational conflict management






P4: There is a significant positive effect at (α≤0.05) of information justice on organizational conflict management


The second main hypothesis of the study: There is a significant positive effect at (α≤0.05) of organizational

justice on each dimension of organizational conflict management at Jordanian Marseilles Company for Real Estate

Investments.

Minor hypothesis are:

P1: There is a significant positive effect at (α≤0.05) of organizational justice on Interpersonal conflict at Jordanian

Marseilles Company for Real Estate Investments.

P2: There is a significant positive effect at (α≤0.05) of organizational justice on Interpersonal conflict \intra group

conflict at Jordanian Marseilles Company for Real Estate Investments.

P3: There is a significant positive effect at (α≤0.05) of organizational justice on Inter group/Inter departmental

conflict at Jordanian Marseilles Company for Real Estate Investments.

4.4 Study model

Figure (1) shows study model (independent and dependent variables).

Figure (1) study model

4.5 Procedural definition

Organizational justice: Is an important value, sense and human perception that members of the

organization feel within the framework of psychologically and administratively assessments, through comparisons

between the reciprocal values obtained by members, their peer, and the management of the organization.

Organizational conflict: A type of frustration leads to disruption in the decision-making process, so that the

individual or group faces difficulty in choosing alternatives. It is an interactive process when disagreements

between individuals and groups and sometimes organizations occurs, or when a party is exposed to the objectives

of the other party and preventing him from satisfying his needs, or when administrative right of either party is to

prefer one's behavior over the other in a particular area.

Jordanian Marseilles Company for Real Estate Investments: A Jordanian Company working in the field of real

estate and shopping center and malls facilities at Irbid- Jordan.

4.6 Data collection

Depending on (Abu Samaan. 2015) (Omisore, Oladosu& Abiodun, 2014) (Abu Jasser, 2010) (Alnajjar; Noor;

Malkawi, Issa, 2010) and others. Researchers developed a questionnaire (Appendix 1) show this. A content

validity done by two different groups. The first one contained expert people who are working in Jordanian

Marseilles Company for Real Estate Investments, and the second group are faculty members, whose major related

to in business and human resource. Next, result items ordered randomly for each construct and the Likert 1-4 scale

used for measuring the responses.

4.7 Data analysis The aim of this study is to investigate the role of organizational justice on organizational conflict

management. We used four sub variables to reflect the role organizational justice on organizational conflict

management including Distributive Justice, Procedural justice, Transactional justice, and Informational justice.

This study predicts that organizational justice variables have effect on three types of conflict management. Those

include inter-personal conflict, intra-group conflict, and inter-department conflict. To achieve the main objective

of this study we performed several analyses. This section offered several analyses to achieve the research aim.

We first offered descriptive information about the demographic characteristic of the respondents and their

evaluation of the underlining variables. Then we involved in data screening processes to assure the

appropriateness of data for regression analysis. Finally, we preformed Ordinary Least Square (OLS) regression

using SPSS to examine the suggested hypotheses.

Organizational justice Conflict management

Information justice

Transactions Justice

Procedural justice

Distribution justice Interpersonal conflict. Interpersonal conflict

\intra group conflict. Inter group/Inter

departmental conflict.





V. DESCRIPTIVE STATISTICS In this section, we present demographic characteristics of the respondents and descriptive statistics regarding the

research variables. Table (1) shows demographic characteristics of the respondents.

Table 1: Demographic statics n (75)

Variable name Freq. Percent

Gender

Female 26 34.67%

Male 49 65.33%

Total 75 100%

Age

Less than 30 51 68%

Between 31 and 40 13 17.33%

More than 41 10 13.33%

Missing 1 1.33%

Total 75 100%

Education

Secondary school or below 28 37.33%

Diploma 20 26.67%

Bachelor 24 32%

Postgraduate studies 3 4%

Total 75 100%

Experience

Missing 4 6.66%

Less than 5 years 56 74.67%

Between 6 and 10 years 4 5.33%

More than 11 years 10 13.33%

Total 75 100%

Table 2 shows the descriptive statistics of the variables investigated in this study as assessed by the

respondents. The respondents’ perception for each variable is assessed based on its mean. The mean is judged as

low if mean is < 2, moderate if mean >=2 and <=3, and high if mean > 3. Having this in mind, the respondents

of this study generally assessed their organization as moderate in term of distributive and procedural justice. In

addition, they assessed their organization as high in term of transactional and information justice. Altogether, the

level of organizational justice was high as the total mean is above 3. Concerning conflict management, the result

shows that level of inter-personal conflict, intra-group conflict, and inter-department conflict management is high

demonstrating high level of conflict management. Table 2 shows descriptive statistics.

Table 2: the descriptive statics of the variables

Main variable name Sub-variable name Mean Std. Deviation

Organizational justice Distributive justice 2.8911 .73700

Procedural justice 2.9689 .59571

Transactional justice 3.1048 .53521

Informational justice 3.1667 .51978

Average 3.037 0.48

Conflict management Inter-personal conflicts 3.0868 .56459

Intra-group conflicts 3.1757 .58902

Organizational conflicts 3.1836 .54032

Average 3.1585 .45362

Prior the regression analysis we examined for the normal distribution of the data, Multicollinearity issue, and

the internal consistency of the variables to confirm the quality of data. We estimated the data Skewness and

Kurtosis to assess the normality of data. As shown in table (3), the values of Skewness and Kurtosis for each

variable are less than the threshold of absolute value of (2). This suggests that our data is normally distributed

(Hair et al., 2010). For Multicollinearity issue, Variance Inflation Factor (VIF) is a frequently used to inspect

Multicollinearity. According to the rule of thumb, a VIF value of (5) and higher indicates a potential problem of

Multicollinearity (Hair et al., 2010). The results presented in table (3) show that the VIF values vary between

(1.17 and 2.65) which less than the cut-off value of (5). Therefore, it can be concluded that the proposed path

model has no Multicollinearity issue. Table 3 Skewness and Kurtosis analysis.





Table 3: Skewness, Kurtosis, and VIF of all variables

Variable name Skewness Kurtosis VIF Tolerance

Statistic Std. Error Statistic Std. Error

Total OC -.487 .283 .363 .559 1.176 .850

Total OJ -.536 .279 .582 .552 1.176 .850

Distributive justice -.330 .277 -.623 .548 1.904 .525

Procedural justice -.655 .277 1.009 .548 2.251 .444

Transactional justice -.538 .277 .581 .548 1.862 .537

Informational justice -.440 .279 .312 .552 2.657 .376

Interpersonal conflicts -.490 .281 .274 .555 1.460 .685

Intra-group conflicts -.811 .279 .969 .552 2.076 .482

Conflicts management -.520 .281 .645 .555 1.860 .538

We assessed the internal consistency by estimating the Cronbach’s Alpha for each variable. As shown in table

4, the values range from 0.71 to 0.85, which are well above the threshold value 0.70. The relative high loadings

of Cronbach’s alpha provide evidence of indicators’ reliability. However, all figures above confirm that our data

can be used in regression analyses safely. Table 4: the values of Cronbach’s alpha.

Table 4: the values of Cronbach’s alpha

Variable name Cronbach’s alpha No. of areas

Distributive justice 0.85 6

Procedural justice 0.75 7

Transactional justice 0.76 7

Informational justice 0.78 6

Inter-personal conflicts 0.71 6

Intra-group conflicts 0.77 6

Organizational conflicts 0.83 10

VI. HYPOTHESES TESTING To examine our hypotheses we run five models. In the first model, we examine the main hypothesis, which

predicts a positive and significant relationship between organizational justice and conflicts management. In the

second model, we examine the effect of each dimension of organizational justice including Distributive justice,

Procedural justice, Transactional justice, and Informational justice on overall conflict management. Finally, in the

last three models we examined the effect of overall organizational justice on each dimension of conflict

management including Inter-personal conflicts, Intra-group conflicts, and inter-department conflicts.

As shown in table 5, the result of the first model indicates that organizational Justice as a whole explains about

0.38 (R2=0.38) of the variance in the conflicts management as a whole and the F-test is significant at (p < 0.00).

This suggests that organizational Justice as a whole have a significant impact on organizational conflicts as a

whole. The sign of the Organizational Justice’s standardized coefficient is positive. This suggests that the

relationship is positive and significant at P< 0.05. This result offers a sufficient evidence to reject the null

hypothesis and to accept the alternative. Therefore, the main hypothesis in this study is fully accepted.

Table 5: the result of OLS regression between the overall Organizational Justices and the overall

Organizational Conflicts management

Model

F test R2

standardized

coefficients (Beta) t Sig.

1 (Constant) 6.197 .000

Overall organizational Justice 12.34** 0.38 .387 3.513 .001

*** signifies significant at 0.00

The result of the second model, which examines the effect of each dimension of organizational justice on

conflict management as whole, is presented in table (6). The overall F-test is significant at (p < 0.00), indicating

that the dimensions of organizational Justices are significant jointly. The model explains about 0.32 as reflected

by R2 value. Individually, the result shows that the standardized coefficients (Beta) of Distributive justice,

Procedural justice, and Transactional justice are not significant at p<0.05. This indicates that Distributive justice,

Procedural justice, and Transactional justice individually have no effect on Organizational Conflicts as a whole.





This suggests that any increases in those variables have no corresponding increases in conflicts management.

Accordingly, we fail to accept the hypotheses that P1) Distributive justice, P2) Procedural justice, and P3)

Transactional justice have positive effect on conflict management.

On the other hand, the standardized coefficient of Informational justice is positive and significant (coefficient=

0.615, P< 0.000). This suggests that as Information justice increases, organizational conflicts increase. Thus, we

have a sufficient evidence to accept P4 that predicts a positive relationship between Information justice and

conflict management.

Table 6: the result of OLS regression between the each dimension of Organizational Justices and the

Organizational Conflicts as a whole.

Model

F test R2 Standardized

coefficients

(Beta) t Sig.

(Constant) 8.03*** 0.32 5.843 .000

Distributive justice .093 .709 .481

Procedural justice -.247 -1.679 .098

Transactional justice .028 .203 .840

Informational justice .615 4.478 .000


Finally, the effect of overall organizational justice on each dimension of conflict management including Inter-

personal conflicts, Intra-group conflicts, and inter-department conflicts is reported in table 7, 8, and 9. As shown

in table 7, the association between Organizational Justices as whole and Inter-personal conflicts is positive and

significant (coefficient= 0.37, P< 0.00). The overall model is also significant (F test is significant at P< 0.00) and

it explains about 0.13 of the variance in Inter-personal conflicts. These figures provide sufficient information to

accept (the first minor of the second main hypothesis) that is there is a positive relationship between

Organizational Justices as a whole and the Inter-personal conflicts.

Table 7: the result of OLS regression between the Organizational Justices as a whole and the Inter-

personal conflicts.

Model


Coefficients

t Sig. Beta

(Constant) 4.361 .000

Organizational Justices as a whole 11.90*** 0.13 0.379 3.451 .001


With regard to the association between Organizational Justices as whole and Inter-personal conflict

management, the results presented in table 8 suggest that this association is positive and significant (coefficient=

0.25, P< 0.05). The overall model fit is also significant (F test is significant at P< 0.05) and it explains about 0.05

of the variance in Inter-personal conflicts. These figures provide sufficient information to accept (the second minor

of the second main hypothesis) that is there is a positive relationship between Organizational Justices as a whole

and the Inter-group conflicts. Table 8: the result of OLS regression between the Organizational Justices as a whole and the Intra-group conflicts.

Model


Coefficients

t Sig. Beta

(Constant) 5.299 .000

TotalOJ 5.08** 0.052** .257 2.254 .027

** signifies significant at 0.05

Finally, table 9 presents the results of the effect of Organizational Justices as whole on Inter-department

conflict management. The results suggest that this effect is positive and significant (coefficient= 0.36, P < 0.05).

The overall model fit is also significant (F test is significant at P< 0.00) and it explains about 0.011 of the variance

in Inter-department conflicts management. These figures provide sufficient information to accept (the third minor

of the second main hypothesis) that is there is a positive relationship between Organizational Justices as a whole

and the Inter-department conflicts management.





Table 9: the result of OLS regression between the Organizational Justices as a whole and the inter-

department conflicts.

Model


Coefficients

t Sig. Beta

(Constant) 5.089 .000

TotalOJ 10.64*** 0.11 .361 3.263 .002


In summary, this section provides information about the data analysis. In the first section, we present the

demographic characteristics of the respondent and describe how the respondents evaluate the underlining

variables. The second section describes the data properties to make sure that the data is appropriate for regression

analysis. The results confirm the quality and appropriateness of the data for further analysis. The final section

presented the hypotheses testing. The result provides support for our main hypothesis that there is a positive

relationship between organizational justice and conflict management. Considering each dimension of

organizational justice individually, the result provides support only for the positive role played by information

justice on organizational conflict management as a whole. The rest of organizational justice dimension found to

be insignificant. Finally we analysis the effect of organizational justice as a whole on each dimension of conflict

management separately. The results confirm that organizational justice as a whole has a positive and significant

effect on each dimension of conflict management.

VII. RESULTS The main results of the study are:

There is high level of applying organizational justice in Jordanian Marseilles Company for Real Estate

Investments.

The level of organizational conflict management in Jordanian Marseilles Company for Real Estate Investments

also high.

There is a significant positive impact at (α≤0.05) of organizational justice on organizational conflict management


There is a significant positive impact at (α≤0.05) of organizational justice on all organizational conflict

management variables separately (Inter-personal conflicts, Intra-group conflicts, and Organizational conflicts).

There is no significant impact at (α≤0.05) of distributed justice, procedural justice, and transactional justice

separately on organizational conflict management whereas informational justice has significant positive impact.

VIII. DISCUSSION AND RECOMMENDATIONS we believe that public and private organizations in general; and Jordanian Marseilles Company for Real Estate

Investments in particular now a days realize the role of organizational justice in achieving competitive advantage,

and adopt organizational conflict management as necessity for this. Clear understanding and alignment of

organizational justice for organizational conflict management is essential to realize the potential benefits to

Jordanian Marseilles Company for Real Estate Investments.

In this study, researchers examined the effect of independent variable (organizational justice) on the

dependent variable (organizational conflict management) with its variables in Jordanian Marseilles Company for

Real Estate Investments. We presented an initial implementation of organizational justice in this and other

companies is seen as an important step towards a high support for organizational conflict management in all its

variables. The findings of this study indicate that organizational justice used with high level at Jordanian

Marseilles Company for Real Estate Investments, organizational conflict management also high. There is a

positive effect of organizational justice on organizational conflict management. In addition, there is a significant

positive effect of organizational justice on organizational conflict management in all its variables (Inter-personal

conflicts, Intra-group conflicts, and Organizational conflicts). Jordanian Marseilles Company for Real Estate

Investments aware of the benefits, which can be obtained once they apply organizational justice. On the other

hand, the company realize the role of organizational conflict management in today’s business.

Therefore, the first implication of this study is that organizational justice is the key to success in organizational

conflict management in all its indicators; this would lead to facilitate organizational justice adoption successfully.

Secondly, because expected benefits have a positive effect on the adoption of organizational justice, Jordanian

Marseilles Company for Real Estate Investments should convert those opportunities into reality and maximize

exploiting organizational justice tools in organizational conflict management. Thirdly, because of survival and

competitive pressures, Jordanian Marseilles Company for Real Estate Investments should take into consideration

that organizational justice and organizational conflict management adoption would help them in this.

From the entire researchers can say; the originality of this study comes from studying an important issue

whether good dealing with organizational conflict management can affected by the organizational justice





adoption. It is unique in its tied and broad analysis of organizational justice and organizational conflict

management - in an important company in Jordanian economy, which is Jordanian Marseilles Company for Real

Estate Investments.

In light of the above researchers recommend Jordanian Marseilles Company for Real Estate Investments

management increase the level of applying organizational justice because still it needs more attention as indicated

in the mean (3.037) which is moderately high. Give more attention also to organizational conflict management,

which needs reinforcement to avoid any problems result from conflict and increase performance and loyalty of

employees.

Directions for future research

Following our research model, future research can be conducted at Jordanian Marseilles Company for Real

Estate Investments and other institutions in the same sector or other sectors, to determine their developments in

adoption of organizational justice for organizational conflict management.

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10. Appendix A: The questionnaire No.

Item Mean Std.

Deviation

Organizational justice

Distributive justice

1. The employee duties distributed fairly. 3.29 .882

2. The requirements and tasks of work match my own abilities 3.07 .844

3. The monthly salary is commensurate with the academic qualification and the courses obtained. 2.79 1.031

4. The monthly salary is commensurate with the experience and efforts I make at work. 2.69 1.026

5. The company grants rewards and incentives fairly to the staff. 2.76 .998

6. The approved salary scale achieves justice for all employees. 2.75 1.092

Procedural justice

7. Administrative decisions applied to all without exception. 3.49 4.622

8. Decisions made against employees after collecting sufficient information. 2.88 .900

9. The management allows for objections related to staff decisions. 3.00 .822

10. The manager is keen to consult his staff before taking decisions at work. 2.95 .853

11. Decisions are taken based on the principle of impartiality to anyone. 3.09 .888

12. Administrative penalties for violations and abuses in the company. 2.84 .916

13. The policies and administrative regulations used are clear. 3.05 .943

Transactions justice

14. Social relations among staff are positive. 3.28 .763

15. Team spirit and teamwork prevail. 2.79 .843





16. The direct supervisor always acts honestly and candidly in business issues. 3.12 .788

17. There is a sense of integrity and fairness of the supervisor in resolving problems between

colleagues. 2.93 .920

18. The manager has a chest and allows discussion and dialogue. 3.23 .894

19. The manager's treatment characterized by impartiality and favoritism. 3.09 .841

20 The manager understands and takes into consideration the special circumstances of the staff. 3.29 .818

Information justice

21. Available Information to the employees in proportion to their duties. 3.25 .790

22. The information available to all fairly. 3.05 .751

23. The available information characterized by high quality. 3.15 .730

24. The manager allows the circulation of information between employees in the interest of the

work. 3.08 .784

25. Information is available on time. 3.13 .890

26. The information that is available are confidential 3.27 .911

Organizational conflict

Interpersonal conflict

27. Organizational justice leads to positive change in my functional behaviors. 3.32 .724

28. I feel very comfortable while I am at work 2.86 .941

29. Organizational justice gives me a sense of fulfillment of my needs, desires and requirements 2.99 .914

30. Organizational justice Leading to stimulate creativity, innovation and development 3.08 .976

31. Organizational justice increases my self-learning and increases my abilities and skills 3.12 .906

32. Organizational justice increases my readiness for positive change 3.21 .849

Inter organizational conflict

33. Organizational justice increases the visibility of the objectives of the administrative unit or

group to which it belongs. 3.20 .776

34. Organizational justice increases the strength and cohesion of the administrative unit or group

to which I belong. 3.15 .822

35. Organizational justice leads to closer relationships between colleagues. 3.12 .921

36. Organizational justice facilitates the performance of the unit or group 3.16 .861

37. Organizational justice strengthens the communication process between members of the unit

or the group 3.16 .937

38. Organizational justice develops the work of the group and produces new task forces or

committees 3.26 .812

Inter group/Inter departmental conflict (organizational conflict also).

39. Organizational justice increases the company's ability to take responsibility 3.35 .835

40. Organizational justice reduces centralization in decision-making 3.07 .881

41. Organizational justice facilitates the flow of communication between different levels and

functional departments 3.32 .743

42. Organizational justice increase informal communication between organizational levels 3.16 .777

43. Organizational justice contributes to clarifying the overall objectives of the company 3.07 .970

44. Organizational justice contributes to clarifying the objectives and sub-tasks of each

administrative unit 3.16 .741

45. Organizational justice contributes to the redistribution of tasks in accordance with the

qualifications and abilities of the employee 3.09 .894

46. Organizational justice simplifies transaction delivery 3.15 .855

47. Organizational justice leads to the proper determination of the scope of supervision 3.12 .875

48. Organizational justice helps to achieve the company's goals efficiently 3.27 .865

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