---

Introduction: Organizational justice can lead to employees' satisfaction and creativity of in their work place. The aim of this study is to determine organizational justice and its correlation with job satisfaction in Employees of Zahedan University of Medical Science.

Methods: This research is a descriptive-correlational study. From 4849 of Zahadan University of Medical Sciences staff, 357 male and female based on the Morgan's Table are randomly selected through random stratified sampling. Data is collected by “Niehoff and Moorman Organizational Justice Questionnaire” and “Susan Job Satisfaction Questionnaire” and is analyzed with SPSS ver. 19.

Results: Results indicate a significant and positive correlation between organizational justice and job satisfaction (P < 0.03, r = 0.33). Moreover, interactional justice is the greatest predictor of job satisfaction. With regard to level of education, there is a significant difference between organizational justice and job satisfaction (P < 0.05).

Conclusions: The job satisfaction status in Zahedan University of Medical Sciences is optimal. Furthermore, interactional justice is the greatest predictor of job satisfaction. It is recommended that managers in health sector apply justice in their organizations.

---

Introduction: Human resources are the most important and valuable capital of the organization, which pays attention to how an organization performs and ultimately succeeds. The aim of this study was to determine the correlation between distributive justice, procedural justice, organizational confinement and job performance in the staff of the Ministry of Sports and Youth in 2019.
Methods: The present study was performed by descriptive-correlation method. The statistical population consisted of 890 employees of the Ministry of Sports and Youth. The statistical sample was 268 people based on Cochran's formula and selected by simple random sampling. In this study, the demographic questionnaire, "Colquitt's Organizational Justice Scale", "Job Embeddedness Scale" and "Job Performance Scale" were used. Face validity, content validity index, convergent structure validity and reliability were measured by internal consistency method by calculating Cronbach's alpha coefficient. Data were collected by the instruments. Data analysis was performed in SmartPls 3.0 software.
Results: There was a significant positive correlation between procedural justice (β= 0.14, P=0.036) with job performance. There was a significant positive correlation between distributive justice (β=0.30, P=0.001) and procedural justice (β=0.33, P= 0.001) with organizational confinement. Also, there was a significant positive correlation between organizational confinement (β=0.29, P=0.001) with job performance. There was no significant correlation between distributive justice (β= 0.08, P=0.281) and job performance.
Conclusions: Distributive justice and procedural justice are positively correlated with organizational confinement. Therefore, it is suggested that the managers of the Ministry of Sports and Youth, in order to improve the job performance of employees, expand organizational confinement and procedural justice by providing special and fair facilities in this organization.