The relationship between financial and non-financial measures, organizational justice, and employee satisfaction

Background and objectives: today, human resources play a key role in the success oforganizations and leading organizations have creative, motivated and capable employees. in additionto the characteristics of the employees, the measures and practices related to strategic humanresources management planned and implemented by organizations are effective mechanisms toattract employees who believe in their abilities and create energy and motivation in the khuzestanregional water organization, like any other organization. also, it requires the deployment of thestrategic human resources management capacity and its subsystems to improve the perceivedorganizational fairness of employees in order to improve work behavior and employee satisfaction,which the present study has dedicated to this important topic. the aim of the study is therefore toexamine the relationship between performance appraisal measures and employee satisfaction andto investigate the mediating role of procedural and distributive justice in the relationship.methods: the research population were employees of the khuzestan regional water organization.the sample size was selected based on morgan’s table as 297 people. data were collected usingsimple random sampling method. data were analyzed by descriptive and inferential statistics usingspss25 and amos24 software.findings: based on the quantitative data analysis, the results of testing the research hypothesesshow that financial measures are significantly related to procedural fairness (c.r.= 6.009) anddistributive fairness (c.r.= 5.748), non-financial measures are significantly related to proceduralfairness (c.r. = 3.643) and distributive justice (c.r.= 5.196). financial metrics have a significantcorrelation with employee satisfaction (c.r.= 4,080), non-financial metrics have a significantcorrelation with employee satisfaction (c.r.= 2,569). procedural fairness has a significant associationwith employee satisfaction (c.r.= 2.786), distributive fairness has a significant association withemployee satisfaction (c.r.= 2.084). procedural and distributive justice play a partially mediatingrole in the relationship between financial and non-financial measures and employee satisfaction.conclusion: the results showed that the use of the comprehensive performance evaluationsystem is effective on organizational justice and the result will lead to the improvement of thejob satisfaction of the employees and the results of this research can be used and generalized ingovernmental organizations and public non-governmental organizations that have almost the sameorganizational structure. the use of non-financial measures is suggested to evaluate employeeperformance, in addition to using traditional financial objective measures to evaluate performance.