The mediating role of organizational justice in the effect of nepotism on job satisfaction: example of Trabzon

The aim of the research is to determine the mediating role of organizational justice in the level of the relationship between nepotism and job satisfaction. To measure employees' perceptions of nepotism, Ford and McLaughin (1985) and Abdalla et al. (1998) for human resources managers and adapted to employees by Asunakutlu and Avcı (2009), the nepotism scale was used. The organizational justice scale developed by Niehoff and Moorman (1993) and adapted into Turkish by Polat (2007) was used to measure the organizational justice levels of the participants and Brayfield and Rothe (1951), a short form by Judge, Locke, Durham, and Kluger (1998) and adapted into Turkish by Keser and Bilir (2019) was used to measure the job satisfaction levels of the participants. The research was carried out on the employees of the tea factories operating in the province of Trabzon. IBM licensed SPSS Statistics 23.0 program was assisted for the research conducted on 359 participants. Correlation and regression analyzes were performed, especially the validity and reliability analyzes of the scales. While reaching the finding, a t-test was conducted to examine whether there was a significant difference in the demographic characteristics of the participants. According to the research; it has been determined that nepotism has a direct effect on organizational justice and job satisfaction, and organizational justice has a direct effect on job satisfaction. Additionally; It has been concluded that organizational justice is the 'full mediator' variable in the effect of nepotism on job satisfaction. While reaching the finding, a t-test