Organizational justice is an important predictor of several job attitudes and behaviors such as trust, turnover intention, job satisfaction, job stress, organizational commitment, sabotage in workplace. This study examines the relationship between two dimensions of organizational injustice and organizational commitment, and whether work alienation has mediating effects in this relationship. It was hypothesized that distributive and procedural injustice would cause organizational commitment, and dimensions of work alienation would serve as mediators in this relationship. These relationships were tested in a sample of 383 healthcare professionals (nurses and physicians) from public and private hospitals in Istanbul. The results revealed that both distributive injustice and procedural injustice were associated with organizational commitment, and each of the work alienation dimensions partially mediated this relationship. The theoretical and practical implications of this results were discussed below.

In this study, we have constructed an original model and carried out a research analysis in metalworking manufacturing. The main subject of the research model is to investigate the employee satisfaction in terms of organizational culture and spiritual leadership; and the aim is to contribute to academic researchers as well as businesses, about how to maximize the employee satisfaction. The research was applied on 578 employees of the related industry. By the results, it has been determined that the constructed model is significant (at the p<0.001 level) and employee satisfaction has positive significant correlations with organizational culture and spiritual leadership (at the p<0.001 level). Additionally, the total explained variance of employee satisfaction depending on these two variables has come out as the value of 0.77.

Anket verilerinin analizi sonucunda istatistiksel olarak anlamlı bir şekilde, rol çatışmasının iş tatmini ile negatif yönlü, iş tatmininin performans ile pozitif yönlü, rol çatışması ve rol belirsizliğinin birbirleri ile pozitif yönlü bir ilişki içinde oldukları görülmüştür. Ancak, rol çatışması ile performans arasında ve rol belirsizliği ile performans ve iş tatmini arasında beklenen ilişkiler bulgulanamamıştır. İlginç bir şekilde rol çatışmasının, rol belirsizliğinin hem iş tatmini hem de performans üzerindeki etkilerini yok ettiği gözlemlenmiştir.

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PurposeThe aim of the study is to emphasize the importance of organizational learning capacity (OLC) and to measure its influence on organizational effectiveness (OE) in metalworking manufacturing.Design/methodology/approachThe research plan has been stated as; looking for the survey questions in the literature, reaching the participants, informing them about the survey, gathering the data, and measuring and analyzing the data. The survey instrument has been applied on metal industry employees in Turkey. The valid responses have reached to 578. We analyzed the data by SPSS (Statistical Package for the Social Sciences) version 11.5.FindingsThere are significant correlations (at the 0.000 level) between OE and all OLC dimensions (systems orientation, organizational climate for learning orientation, knowledge acquisition and utilization orientation, and information sharing and dissemination orientation). The total explained variance of OE (depending on OLC) has been calculated as 65 percent.Research limitations/implicationsWe have calculated the OE value in terms of employee satisfaction, customer orientation and financial and growth performance, whereas there may be other factors to be considered for the related value.Practical implicationsThe organizations should consider knowledge‐intensive activities more precisely when constructing their strategic maps.Originality/valueThis study helps to fulfill the gap between the OE and OLC from a managerial point of view in metalworking manufacturing. The main audiences are global businesses as well as academic researchers.