The Mediating Role of Strategic Human Resource Management in the Effect of Organizational Justice on Job Satisfaction: An Empirical Study in Private Hospitals

Abstract

Purpose – This study examines the mediating role of strategic human resource management (SHRM) in the effect of organizational justice on job satisfaction among healthcare professionals employed in private hospitals in Ankara.
Design/methodology/approach – A descriptive and correlational survey design was employed. The population of the study consists of 6563 healthcare employees. Data were collected from 431 healthcare workers using questionnaires with valid and reliable scales measuring organizational justice, job satisfaction, and SHRM. Statistical analyses included descriptive statistics, frequency distributions, normality tests, correlation analysis, t-tests, ANOVA, and multiple regression. The mediating effect was tested using the bootstrap method (n = 5000, 95% CI) via SPSS PROCESS Macro Model 4.
Results – Findings showed all dimensions of organizational justice (distributive, procedural, and interactional) were positively associated with job satisfaction and SHRM. Regression analyses revealed that distributive (β = .654, R²=.427) and interactional (β = .297, R²=.457) justice significantly predicted job satisfaction. Additionally, it was determined that strategic human resource management plays a partial mediating role in the effect of organizational justice and its subdimensions on job satisfaction.
Discussion – The implementation of Strategic Human Resource Management practices in healthcare institutions, when integrated with employees’ perceptions of organizational justice, is likely to generate stronger effects on the level of job satisfaction.