شبكة المعلومات العربية التربوية

Organizational justice as a value, content and variable has implications for organizational impact, and can explain many other variables affecting the organizational behavior of employees of the institution, starting from the fact that organizational justice demonstrates the way in which they can judge the justice of the institution in dealing with workers at the functional and humanitarian levels. The multiple stimuli and attitudes in the work environment cause administrative stresses that make workers anxious and tense, thus facilitating their provocation and emotions, and this may be reflected on their job performance, and different workers in their dealings and ways of facing these administrative stress and management. The research problem is that justice is an organizational phenomenon, and this is due to the importance of the impact that workers' sense of justice or injustice in the workplace can have. Their sense of injustice can lead to job stresses which negatively affect the levels of organizational performance. On the contrary, increasing their sense of organizational justice can lead to a breakthrough in organizational performance levels. The research problem therefore arises in the following key question: what is the impact of organizational justice in its dimensions in reducing the administrative stresses of the employees of the Kuwaiti Ministry of Education? The research aims to identify the impact of organizational justice in reducing administrative stresses, in addition to the theoretical rooting of the concept of organizational justice and its dimensions, and the definition of the concept of administrative stresses and sources, and to identify the trends and opinions of employees of the Kuwaiti Ministry of Education towards the subject of research. A number of conclusions and recommendations were reached, including: 1) the need to strengthen the perception of workers to distributive justice and attention to satisfy their desires moral and material and achieve the highest levels of job satisfaction; reflecting positively on increasing the ability to face job stresses. 2) The need to increase the perception of employees of procedural justice, which reflects on the reduction of job stresses and workloads. 3) The need to work to promote and develop a sense of fairness of dealings and the dissemination of positive organizational values among them to create a regulatory environment free from stresses and functional stress. 4) The need to redesign the jobs in a way that makes them meaningful and important to workers, so as not to suffer workers stresses and anxiety and work stress. 5) The need to develop periodic training programs in the field of countering administrative stresses within an integrated strategy for the preparation, development and development of self-capabilities of workers. (Published abstract)