The mediating effect of job involvement in the relationship between tennis Instructors' perceived organizational justice and turnover intentions: a multi-group analysis across generations.

Introduction: This study aimed to analyze the role of job involvement as a mediator in the relationship between tennis coaches' perceived organizational justice and their intention to leave, considering the unique professional context and demands of tennis coaching. Additionally, it sought to identify any generational differences in this model. The research categorizes perceived organizational justice into procedural and distributive justice, and job involvement into job attachment and job commitment. Methods: The study incorporated data from 201 coaches working at commercial tennis facilities nationwide. Perceived organizational justice and job involvement were measured using validated scales. The mediation model was tested using structural equation modeling (SEM), and a multi-group analysis was conducted to identify generational differences. Results: Results indicated that job involvement partially mediated the relationship between perceived organizational justice and turnover intentions, with distributive justice having a stronger total effect. The multi-group analysis revealed generational variances: distributive justice influenced turnover intentions more among the MZ generation, while procedural justice had a greater impact on the older generation. Discussion: These findings offer valuable insights for commercial tennis facilities aiming to reduce turnover and manage generational conflicts. Understanding the differential impacts of procedural and distributive justice on various generations can help tailor strategies to enhance organizational operation and employee retention. Conclusion: The study highlights the importance of perceived organizational justice and job involvement in influencing tennis coaches' turnover intentions. The generational differences observed suggest that targeted interventions based on generational characteristics can be effective in reducing turnover and improving organizational stability. Future research should explore other potential mediators and extend the model to different sports and organizational contexts.

Balancing the equation: assessing the impact of management practices on staff and faculty wellbeing in Chinese higher education institutions.

Introduction: The intersection of work-family dynamics and job contentment has become a pivotal area of investigation within the higher education landscape, drawing scholarly attention, especially in the Chinese context. This study delves into the intricate relationship between work-family culture and job satisfaction, with a particular spotlight on the mediating influence of perceptions of organizational fairness. The impetus behind this emphasis lies in the burgeoning acknowledgment of organizational justice as a pivotal force shaping employee attitudes and conduct within academic establishments. Method: This research was conducted using two distinct groups. The first group consisted of 1,075 faculty members at Chinese universities, while the second group comprised 972 administrative and technical employees at these institutions. Results: The mediational analyses provided in this study offer an enhanced comprehension of the intricate relationships under discussion. Significantly, the findings reveal that Work-Family Culture plays a crucial predictive role in influencing perceptions of Organizational Justice among both faculty and administrative staff. More importantly, the study uncovers that Work-Family Culture indirectly affects Job Satisfaction through its impact on Organizational Justice. Discussion: This insight underscores the importance of harmonious work-family interactions as a determinant of job-related attitudes and satisfaction levels.

The impact of perceived organizational justice on young nurses' job performance: a chain mediating role of organizational climate and job embeddedness.

BACKGROUND: The level of nurses' job performance has always been of great concern, which not only represents the level of nursing service quality but is also closely related to patients' treatment and prognosis. The aim of this study was to analyze the relationship between perceived organizational justice and job performance and to explore the mediating role of organizational climate and job embeddedness among young Chinese nurses. METHODS: A cross-sectional survey of 1136 young nurses was conducted between March and May 2023 using convenience sampling. Data were collected using the Job Performance Scale, Organizational Justice Assessment Scale, Nursing Organizational Climate Scale, and Job Embeddedness Scale, and the resulting data were analyzed using SPSS 25.0 and AMOS 26.0. RESULTS: There was a significant positive correlation between job performance and perceived organizational justice (r = 0.477, p < 0.01), organizational climate (r = 0.500, p < 0.01), and job embeddedness (r = 0.476, p < 0.01). Organizational climate and job embeddedness acted as chain mediators between perceived organizational justice and job performance. The total effect of perceived organizational justice on job performance (ß = 0.513) consisted of a direct effect (ß = 0.311) as well as an indirect effect (ß = 0.202) mediated through organizational climate and job embeddedness, with the mediating effect accounting for 39.38% of the total effect. CONCLUSIONS: Organizational climate and job embeddedness play a chain mediating role between perceived organizational justice and job performance, so hospital managers should pay attention to the level of perceived organizational justice among young nurses, and develop a series of targeted measures to improve their job performance using organizational climate and job embeddedness as entry points.

The effect of perceived organizational justice on workplace deviant behavior of new nurses: the role of emotional labor and psychological capital.

BACKGROUND: New nurses are prone to workplace deviant behavior in the constrained hospital environment, which will not only directly affect the safety of patients, but also reduce the work efficiency of nurses and bring negative results to the hospital. The purpose of this study was to investigate the relationship between perceived organizational justice, emotional labor, psychological capital, and workplace deviant behavior of new nurses. METHODS: A cross-sectional study was used in this study. A survey was conducted in 5 hospitals in Henan Province, Chain from February to April 2023. The sample size was 546. The questionnaire included general information, perceived organizational justice scale, emotional labor scale, psychological capital scale, and workplace deviant behavior scale. SPSS 26.0 and PROCESS Macro were used for data analysis. PROCESS Model 4 and Model 14 were used to verify the model. RESULTS: This study displays that perceived organizational justice was negatively correlated with emotional labor and workplace deviant behavior, and emotional labor was positively correlated with workplace deviant behavior. Meanwhile, emotional labor plays a partial mediating role between perceived organizational justice and workplace deviant behavior, accounting for 32.7% of the total effect. Moreover, the path of emotional labor on workplace deviant behavior is moderated by psychological capital. CONCLUSION: This study further understood the workplace deviant behavior of new nurses, and provided a new perspective for solving this problem. Nurse managers can reduce workplace deviant behavior by enhancing the perceived organizational justice and psychological capital of new nurses and improving emotional labor.

A Model Proposal for Developing a Solution and Determining the Administrative Problems of Hospitals in Turkey: The BUY Model.

Background and Purpose: This study was conducted in line with the request of the senior management of a hospital. The objective of the current research is to identify managerial problems through the relationship between health employees' perceptions of organizational justice, trust in the manager and the organization, and job satisfaction; develop a solution proposal over the relationships between these variables and motivation variables; and present a model proposal (BUY Model) as a result. Methods: The study sample is comprised of 673 employees. The study data were collected online using a questionnaire consisting of five scales. The data were analyzed by descriptive statistical methods, correlation analysis, and regression analysis. Results: The findings obtained from the study showed that the participants' perceptions of organizational justice, trust in the manager and the organization, job satisfaction and motivation were generally at a moderate level. The study also determined that trust in the manager and the organization had a partial mediation effect on the effect of organizational justice on job satisfaction and the variables of trust in the organization, organizational justice, and trust in the manager, respectively, and especially, the job satisfaction variable also affected motivation. Conclusion: The BUY model was developed to identify problems related to the management of healthcare human resources and solve these problems. Considering the importance of the concepts of job satisfaction and motivation in terms of employee performance, health service quality, and patient satisfaction, it is thought that the developed model will benefit managers of health institutions in increasing the job satisfaction and motivation levels of health employees.

Association between organizational justice and serious psychological distress among hospital nursing staff during the COVID-19 pandemic: A cross-sectional study.

AIM: Amidst the COVID-19 pandemic, the association between organizational justice and psychological distress among hospital nursing staff is underexplored. Thus, this cross-sectional study, conducted in Fukuoka Prefecture, Japan, examined the relationship between organizational justice and serious psychological distress (SPD) among hospital nursing staff during COVID-19. METHODS: The study surveyed 783 hospital nursing staff using the Organizational Justice Questionnaire and Effort-Reward Imbalance Questionnaire. The Kessler K6 scale was used to measure SPD. Sociodemographic and occupational characteristics were controlled for as potential confounders. RESULTS: The prevalence of SPD was 14.4%, with a mean K6 score of 6.5. Moderate procedural justice (odds ratio [OR] = 2.38, 95% confidence interval [CI] = 1.14-4.94, p = .021) and low distributive justice (effort-reward imbalance) (OR = 3.66, 95% CI = 2.01-6.67, p < .001) were associated with SPD, even after adjustment for confounders. Interactional justice showed significance only in the crude model. Effort-reward imbalance had the strongest association with SPD. CONCLUSIONS: The findings showed that moderate procedural justice and low distributive justice were associated with SPD, highlighting the need for organizational interventions to address these factors. Imbalances in effort/reward had the greatest impact, highlighting the critical role of distributive justice in mental health. Thus, in the context of a pandemic, extreme procedural justice is not necessarily associated with mental health, and efforts to ensure distributive justice are critical to improving the mental health of hospital nursing staff. Moreover, organizational stressors should be addressed during disruptive conditions such as infectious disease outbreaks.

Influence of Personality Traits and Organizational Justice on Job Satisfaction among Nurses.

The purpose of this research was to examine whether demographic variables, personality traits, and workplace variables (working in shifts, job tenure, and perceived organizational justice) contribute the most to the prediction of job satisfaction in nurses. The survey included 161 nurses. The instruments used in this research were as follows: the Demographic Data Questionnaire, the Perceived Organizational Justice Scale, the Job Satisfaction Scale, and the NEO five-factor inventory. The study findings indicated that age, health status, distributive justice, and procedural justice positively contribute to job satisfaction among nurses, while neuroticism contributes negatively. Older nurses, those in better health, those who are satisfied with the organization's decision-making process, and those who feel adequately rewarded for their contributions tend to be more satisfied with their jobs. Conversely, nurses with a higher level of the neuroticism personality trait tend to be less satisfied with their job. The strongest predictors of job satisfaction among nurses were found to be health status, the personality trait of neuroticism, and distributive and procedural justice, with the age of nurses being slightly less powerful but still significant.

Assessing the mediating role of organizational justice between the responsible leadership and employee turnover intention in health-care sector.

PURPOSE: The aim of this study is to investigate the extent to which organizational justice (OJ) mediates between responsible leadership (RL) and employee turnover intention (TI). DESIGN/METHODOLOGY/APPROACH: Both online and offline questionnaire was used to collect the data from 387 Indian health-care employees, and the data were analyzed using partial least squares structural equation modeling (PLS-SEM) with the help of SmartPLS 4. FINDINGS: The study's findings demonstrated a significant positive association between RL and OJ and a negative association between OJ and employee TI. Furthermore, results also confirmed the mediating role of OJ between RI and TI. RESEARCH LIMITATIONS/IMPLICATIONS: The generalizability of the study's data collection is limited because it is based on the responses of Indian health-care sector employees to an online and offline survey. The authors propose that the health-care sector uses RL as an approach that takes a broad view of the parties with a stake and focuses on creating fairness in acts and justice at the workplace to address the major issue of employee turnover. ORIGINALITY/VALUE: This study expanded on previous research by demonstrating that the influence of responsible leadership on employee TI is mediated by OJ in the context of India's health-care sector. It also contributes to the literature regarding RI, OJ and TI. The study also enriched the body of knowledge about using the PLS-SEM approach to predict employee TI.

The interplay between ethics, justice, corporate social responsibility, and performance management sustainability.

In the increasingly volatile 21st century globalized and interconnected business landscape, organizations face increasing scrutiny concerning their ethical behavior, social responsibilities, and overall performance. This paper looks at some of the factors that link the notions of ethics, justice, and Corporate Social Responsibility (CSR), with an eye to their theoretical underpinnings and complexities and their relationship to the efficient and sustainable operation of Sustainable Performance Management (with special emphasis on CSR). Drawing on theoretical foundations and empirical evidence, we provide practical recommendations for organizations to promote ethics, justice, CSR, and effective and sustainable performance management. Suggestions include fostering ethical leadership by modeling ethical behavior and promoting ethical decision-making. We believe that the suggested practical measures may bridge the gap between academic perspectives and the practical realities of ensuring favorable, sustainable, work climates and work processes.

When there is no justice, we need an old HERO. The trickle-down effect of psychological capital: the moderating role of organizational justice and leaders' age.

The objective of the study was to explore the impact of leaders' ages and followers' perceptions of organizational justice (POJ) on the transfer of psychological capital (PsyCap) from leaders to followers, particularly examining how employees' resilience is influenced by leaders' PsyCap. While some evidence exists regarding PsyCap's trickle-down effect, the specific circumstances triggering this phenomenon remain unclear. This study investigates the relationship between followers' and leaders' PsyCap, employing the Social Cognitive Theory and considering the moderating effects of leaders' age and POJ. The study focused on leader-follower dyads within a randomly selected sample of 406 businesses, encompassing 812 respondents. The survey investigation utilized the CAPI approach. The hypothesized model underwent testing through multilevel dyadic regression analysis, employing an actor-partner interdependence model. The findings support two moderators -employees' POJ and managers' age - and highlight the cross-over effect of PsyCap. Specifically, a stronger trickle-down link is observed when a leader is older and operating within a low POJ environment. Additionally, the study revealed a positive correlation between employees' PsyCap and POJ. The development of POJ enhances employees' PsyCap and resilience, while leaders' PsyCap may compensate for organizational POJ deficiencies. This study is among the first to explore PsyCap's moderators, specifically analyzing leaders' ages and POJ as factors influencing the cross-over effect of PsyCap. By identifying previously unrecognized moderators affecting the cross-over PsyCap effect, this research contributes significantly to the PsyCap literature.

The mediating role of leader-member exchange (LMX) in the structural relationship between organizational justice and employee voice behaviour in higher education.

Within the vibrant yet complex ecosystem of higher education institutions, nurturing a culture of employee voice is critical for driving innovation, fostering engagement, and optimizing decision-making. However, it's still a complex task to identify the main factors influencing voice behaviour. This study ventures into this fertile ground, examining the mediating role of leader-member exchanges in the structural relationship between perceived organizational justice and employee voice behaviour in higher education. A correlational study design was used. A total of 361 participants were involved in the study. Data were collected using a questionnaire and analyzed using structural education modelling (SEM). The study found that both perceived organizational justice and leader-member exchange have a significant direct influence on employee voice behaviour, suggesting that both variables are important factors in predicting employee voice behaviour. Despite these effects, the contribution of leader-member exchange was found to be more impactful than perceived organizational justice. When the leader-member exchange is entered as a mediating variable in the structural model, the indirect effect of organizational justice becomes large. This suggests that when employees perceive their organization as fair, they are more likely to form positive relationships with their leaders and, as a result, these relationships lead to greater employee voice behaviour. Therefore, it can be concluded that higher education institutions are recommended to create a fair and equitable working environment strengthened by strong relationships between leaders and employees, as this directly contributes to improving employees' ability to express their thoughts and opinions for the benefit of the institutions.

The Impact of Career Plateaus on Job Performance: The Roles of Organizational Justice and Positive Psychological Capital.

Previous studies suggest that career plateaus have detrimental effects on employees' satisfaction and performance. Psychological distress generated by career plateaus hinders organizations from achieving the United Nations' Sustainable Development Goals (UNSDGs) of 'health and well-being at work' (SDG-3) and 'decent work' (SDG-8). How to mitigate the negative impact of career plateaus becomes the key to enhancing sustainable well-being at work. However, the influencing mechanisms of career plateaus have not been fully discussed, especially regarding employees' psychological processes. Drawing on the equity theory and the conservation of resource theory, this study examines the influence mechanism of career plateaus on employee job performance via organizational justice, with positive psychological capital moderating the process. Mplus and the Process macro for SPSS are adopted to conduct confirmatory factor analysis and regression analyses. Building on 368 supervisor-employee paired questionnaires with an average of eight employees per supervisor, empirical results indicate that employees who encounter career plateaus reduce their perceived organizational justice to discourage them from performing well in their jobs. Positive psychological capital, however, mitigates the negative effects of career plateaus on perceived organizational justice and the indirect effects of career plateaus on job performance through organizational justice. Theoretically, this study advances our understanding of the influence mechanism of career plateaus on employees' job performance. Practical implications are also drawn for organizations to alleviate the negative impact of career plateaus to promote sustainable well-being at work.

Relationship between shift assignments, organizational justice, and turnover intention: A cross-sectional survey of Japanese shift-work nurses in hospitals.

AIM: Shift management and planning processes for shift-working nurses are important for their continued work. This study aimed to determine the association between shift assignments, organizational justice, and their interaction with turnover intention among shift-work nurses. METHODS: This cross-sectional study used an online questionnaire administered to Japanese nurses between January and February 2020. Enquiries pertaining to their daily start and end times for each shift type, the shift assignments, organizational justice, and their turnover intention were made. To examine the association with turnover intention, logistic regression analysis was performed with shift assignments, organizational justice, and their interaction terms as independent variables. RESULTS: A total of 386 nurses participated in the final analysis. Of these, 161 nurses (41.7%) had turnover intention. Unequal work assignments and procedural justice were significantly associated with turnover intention. However, the interaction between these factors was not significant. CONCLUSION: The results suggest that procedural justice in the workplace and turnover intention are related, but in shift planning, even procedural justice cannot buffer unequal work from leading to turnover intention. This study provides valuable insights for nursing managers who manage the schedules of shift-working nurses.

Ambivalent identification mediates the relationship between organizational justice and stress.

The present study aims to examine the relationship between organizational justice and employee stress through the lenses of social identity theory and the ambivalent identification process. The research hypotheses assume that employees working in organizational environments with low levels of justice could experience more stress, and this relationship is also mediated by ambivalent identification. In other words, the mediating mechanism of this relation posited that low levels of organizational justice were associated with high levels of ambivalent identification, which in turn increased levels of work-related stress. Across a field study in several organizations from healthcare sectors, results confirmed that employees treated with less fairness experienced high ambivalence toward their organization, which increased their perception of stress, i.e., work-related burnout, client-related burnout, physical symptoms, and interpersonal strain at work. Furthermore, results supported only a full mediation model, in which the direct relationship between organizational justice and stress was not significant. The present results make an important contribution to the research literature on justice: the inclusion of the mediator variable, namely, ambivalent identification, drops the expected direct effect of organizational justice on stress, suggesting a call for action in adopting the social identity perspective in addition to organizational justice models, and specifically introducing the study of a detrimental form of identification, such as ambivalent identification. Limitations and practical implications of the study were discussed.

Is there any relationship between nurses' perceived organizational justice, moral sensitivity, moral courage, moral distress and burnout?

AIM: The present study is an attempt to investigate the relationship between Corley's model variables in mental health nurses. BACKGROUND: Based on Corley's model, burnout and moral distress in nurses are, in retrospect, the consequences of the interplay of organizational and individual factors such as perceived organizational justice, moral sensitivity, and moral courage. The relationship between two variables or three variables of Corley's moral distress model has been investigated, but the test of Corley's moral distress model with more variables has not been done. Therefore, this research was proposed with the aim of investigating the relationship between the variables of moral courage and moral sensitivity (as characteristics of nurses), perceived organizational justice (as an antecedent), moral distress, and job burnout (as consequences of moral distress). METHODS: The study was conducted as a descriptive correlational study involving 500 nurses working in the mental health wards of hospitals. Data collection was conducted using perceived organizational justice scale, moral sensitivity scale, moral courage scale, moral distress scale, and burnout inventory. RESULTS: The results showed a significant relationship between perceived organizational justice, moral sensitivity, moral courage, and moral distress (< 0.05). Moreover, perceived organizational justice and moral distress had an inverse relationship. Moral sensitivity and moral courage had a direct relationship with moral distress (< 0.05). Furthermore, the results showed inadequate model fitness. CONCLUSIONS: This study adds to the existing knowledge about the experiences of mental health nurses and their interactions with both organizational and individual factors. It highlights that the connections between perceived organizational justice, moral sensitivity, moral courage, moral distress, and burnout are intricate and multifaceted. As we deepen our understanding of these relationships, it opens the door for the development of interventions and strategies to enhance nurses' well-being and the quality of care they deliver in mental health settings. Moreover, future research and ongoing refinement and expansion of Corley's model will be crucial in addressing the complex challenges within the healthcare sector.

Psychosocial work characteristics and sleep quality among early career registered nurses: a cross-sectional latent profile analysis.

BACKGROUND: Individual psychosocial work characteristics have been associated with health and well-being of registered nurses. However, it is yet to be determined whether different types of psychosocial work characteristics form patterned profiles and how these profiles are associated with the health and well-being. The purpose of this study was to identify latent psychosocial work characteristic profiles, including procedural, interactional and distributive justice, job demand and job control, and examine whether the profiles are associated with sleep quality among early career registered nurses. METHODS: We conducted a cross-sectional study comprising 632 early career registered nurses. Data were collected between November and December 2018 using an electronic survey with internationally validated measures including the Organizational Justice Scale, the Nurse Stress Index Scale, the Job Content Questionnaire, and the Sleep Problems Questionnaire. Latent profile analysis was used to identify groups with similar psychosocial work characteristic profiles. Multinomial and linear regression analyses were used to examine the association between latent work characteristics profiles and sleep quality. RESULTS: Analysis yielded four profiles. The profiles were named based on the descriptions of classes as high strain/low justice, medium strain/high justice, medium strain/medium justice, and low strain/high justice. The low strain/high justice profile group (p = < 0.001) and the medium strain/high justice profile group (p = 0.002) had statistically significantly better sleep quality compared to the high strain/low justice profile group. CONCLUSIONS: High procedural and interactional justice may alleviate strain in early career registered nurses and protect them against sleep problems. Promoting organizational justice in early career stages seems an efficient way to enhance registered nurses' well-being and sleep quality.

Organizational Culture, Justice, Dehumanization and Affective Commitment in French Employees: A Serial Mediation Model.

The instrumentality of employees can be considered a common feature of the modern workplace. To investigate the influence of this instrumentalizing culture on organizational performance on the individual level, we tested whether perceived clan values (according to the Competing Values Framework) could explain affective commitment directly and indirectly through perceptions of organizational justice and organizational dehumanization in employees. Using the PROCESS macro, we tested a corresponding serial mediation model in a convenience sample of 306 French employees. Although employees who perceived a lack of clan values were less committed, the observed indirect effect was greater. Our findings highlight the role of perceived organizational culture in influencing affective commitment and how perceived justice and dehumanization may explain part of this relationship. This research also contradicts widespread beliefs stating dehumanizing strategies are universally beneficial in terms of organizational efficiency. Limitations and directions for future research are discussed.

The effect of organizational justice on young nurses' turnover intention: The mediating roles of organizational climate and emotional labour.

AIM: This study aims to explore the effect of organizational justice on young nurses' turnover intention and the roles of organizational climate and emotional labour in this relationship. BACKGROUND: The shortage of nursing resources has become a growing problem in countries worldwide. As the main representatives of the nursing force, young nurses have high turnover intentions, which aggravates the possibility of nursing shortages. As an important variable affecting the turnover intention of young nurses, the mechanism underlying the impact of organizational justice should be studied in depth. DESIGN: A descriptive cross-sectional design was employed. METHODS: From November to December 2022, an online questionnaire survey was conducted among 1160 young clinical nurses from 5 hospitals in Henan Province, China. The scales used in this study include the organizational justice scale, the turnover intention scale, the organizational climate scale and the emotional labour scale. AMOS 26.0 was used for model drawing and mediation path testing, and SPSS 25.0 was used for data analysis. This study complies with the STROBE Statement of Observational Studies. RESULTS: In general, the young nurses surveyed had high turnover intentions (14.82+/-4.44). Organizational justice has a negative predictive effect on young nurses' turnover intention (r = -0.465, P＜0.01). Organizational climate and emotional labour play a chain mediating role in the relationship between organizational justice and young nurses' turnover intention (ß = -0.051). CONCLUSIONS: Organizational justice is significantly related to the turnover intention of young nurses, and organizational climate and emotional labour play a chain mediating role in the relationship between organizational justice and turnover intention. Therefore, nursing managers should pay attention not only to organizational justice but also to the influence of organizational climate and emotional labour on the turnover intention of young nurses.

Does organizational justice facet matters in knowledge hiding?

To address the gap of extant literature and to assess employees' in-role and innovative performance, a model was developed and tested through organizational justice facets- procedural, distributive, and interactional justice with knowledge hiding facets, well-being facets and professional commitment. The purpose of the present research is to inspect the role of justice facets in shaping knowledge hiding behavior through optimistic role of well-being toward employee performance with the remedial role of professional commitment under the shadow of Psychological Ownership Knowledge Theory (POKT) and Social Exchange Theory (SET). For that persistence, present research acknowledged the practices and connotations of knowledge hiding because limited research is prevailed on the contrasting influence of knowledge hiding practice. Data were collected through random sampling via dual-wave survey questionnaire from 613 employees working in Kuala Terengganu, Malaysia. Structural Equation Modeling was carried out through AMOS (24.0) and SPSS (25.0). Findings reveal that the association with in-role and innovative performance with justice is positively associated through well-being, and the relationship between knowledge hiding and job performance was also positively associated. This study argued that knowledge sharing reshapes knowledge hiding behavior that plays a negative role in organizational performance. This study suggested the notable contribution in the direction of organizational context of developing realm settings by revealing the predecessor character of knowledge hiding and endorses the organizational justice to persuade top management for in-role and innovative performance enhancement.

The Relationship between Burnout and Wellbeing Using Social Support, Organizational Justice, and Lifelong Learning in Healthcare Specialists from Romania.

Background and objectives: The goal of this study was to evaluate the levels of organizational justice, social support, wellbeing, and lifelong learning associated with the level of burnout experienced by medical and non-medical staff from public and private medical units. Materials and Methods: A cross-sectional study was conducted on a sample of 497 healthcare professionals: 367 medical personnel (Mage = 43.75 ± 0.50), including 216 nurses, 97 physicians, and 54 respondents with other medical specialities such as biologists, psychologists, physical therapists, pharmacists, etc., and 130 non-medical staff respondents (Mage = 45.63 ± 0.80), including administrative personnel. The Maslach Burnout Inventory, the ECO System, the Multidimensional Scale of Perceived Social Support, the WHO Wellbeing Index, and the revised Jefferson Scale of Physician's Lifelong Learning were used. Results: Burnout was measured in terms of emotional exhaustion, depersonalization, and personal accomplishment. Medical personnel registered higher values of personal accomplishment (38.66 ± 0.39 vs. 35.87 ± 0.69), while non-medical personnel registered higher values of depersonalization (6.59 ± 0.52 vs. 4.43 ± 0.26) and emotional exhaustion (27.33 ± 1.24 vs. 19.67 ± 0.71). In terms of organizational justice, higher scores were observed for medical staff, while non-medical staff recorded lower values (24.28 ± 0.24 vs. 22.14 ± 0.38). For wellbeing, higher scores were also registered for medical staff (11.95 ± 0.21 vs. 10.33 ± 0.37). Conclusions: For lifelong learning and social support, no statistically significant differences were found. In the case of the proposed parallel moderated mediation model, the moderated mediation effects of organizational justice, lifelong learning, and burnout on the relationship between social support and wellbeing were valid for every dimension of burnout (emotional exhaustion, depersonalization, and personal accomplishment), but lifelong learning was not found to be a viable mediating variable, even if high levels of social support correspond to high levels of lifelong learning and wellbeing.