Havacılık Sektöründeki Yer Hizmetleri Çalışanları Arasında Örgütsel Adalet Algısı, İş Motivasyonu ve İş Memnuniyeti Arasındaki İlişki

Creative Commons License

Ödeş O., Akyurt N., Rodoplu Şahin D.

Journal of Business and Management Review, cilt.7, sa.7, ss.625-643, 2026 (Hakemli Dergi)

Özet

Research Aims: This study examines whether organizational justice perception is related to job motivation and job satisfaction among ground handling workers, a workforce characterized by persistently high turnover, and whether these perceptions differ across demographic groups. Design/methodology/approach: A cross-sectional survey was administered to 347 employees (147 women, 200 men) of a ground handling company operating at an airport in Türkiye, drawn from the operations, passenger services, and ramp departments. Organizational justice, job satisfaction, and job motivation were measured with scales previously adapted into Turkish. As scale scores departed from normality, Mann–Whitney U, Kruskal–Wallis H, and Spearman correlation analyses were used. Effect sizes and 95% confidence intervals accompany the inferential tests, and common method bias was addressed through procedural remedies built into the data collection. Research Findings: Organizational justice correlated positively with job satisfaction (r = .768) and job motivation (r = .668), and satisfaction correlated with motivation (r = .717; all p < .01). Procedural and interactional justice were more strongly associated with both outcomes than distributive justice, and the weakest association was observed between distributive justice and intrinsic motivation. Women perceived higher procedural and total justice, satisfaction differed only by education level, and motivation showed no demographic differences. Theoretical Contribution/Originality: Beyond extending justice research to an understudied workforce, the study specifies which dimension of fairness maps onto which quality of motivation. The gradient predicted by self-determination theory appears in full: the weakest coefficient in the matrix links distributive justice to intrinsic motivation, while interactional justice shows the strongest link to it. The pattern identifies low outcome variance as a boundary condition on distributive justice, since standardized pay leaves outcome fairness little to discriminate. The findings suggest that transparent procedures and respectful supervisory communication offer more promising retention levers than measures focused on pay alone.