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The purpose of this paper is to examine the structure, reliability, construct validity, and group invariance of the Italian version of the Bohn Organizational Efficacy Scale (OES), a self-report questionnaire for organizational efficacy assessment in the business context.

The first study included Italian employees of a pasta factory (n=120) to test divergent, convergent, and discriminant validity of the OES with existing instruments. The second study combined three hospital (n=180 Italian health workers) to confirm the structure of the scale.

Exploratory and confirmatory factor analyses confirmed the three-factor solution (collaboration, sense of mission and future, and sense of resilience), and that the structure of the scale was the same across employees of hospital and pasta factory. Results revealed a high internal reliability. The OES correlated positively with corresponding aspects of organizational functioning, well-being, and job satisfaction. The scale did not correlate with measures of general self-efficacy and personal empowerment. Levels of job satisfaction and well-being resulted higher among people with moderate/high organizational efficacy than among adults with low organizational efficacy.

Because of the chosen research approach could lead to common method variance issues: it will be important to determine the associations of OES with non-self-report assessments of the same construct.

The OES can be applied optimally in the empirical study of factors influencing organizational setting and used in training aiming at strengthening employees’ collective skills.

The OES is a valid instrument to measure organizational efficacy. Findings highlighted a strong relationship between collective efficacy, job satisfaction and well-being.

The purpose of this paper is to contribute to the validation of the Organizational Justice Index (OJI) by Hoy and Tarter (2004), a self-report questionnaire for teachers’ perceptions of fairness in the operation and administration of schools.

In two studies the authors validated the Italian version of the OJI. Study 1 included 164 Italian high school teachers (76.8 percent were female) to test structure and construct validity. Study 2 involved 200 teachers (permanent and temporary teachers) to confirm the structure of the scale, test the construct and criterion validity, and invariance.

Confirmatory factor analyses confirmed the one-factor solution and that the structure of the scale was the same across teachers. Results revealed high internal reliability. The OJI correlated positively with equity, school climate, and job satisfaction, and negatively with depression and burnout.

Since the research approach could lead to common method variance issues, it will be important to determine the associations of OJI with non-self-report assessments.

The OJI can be applied optimally to: assess potential organizational problems prior to conducting major interventions; investigate school dynamic problems; target interventions designed to enhance perception of organizational justice; incorporate evaluation of organizational justice as part of regular employee assessments.

Overall findings fill the need of standardized measures of organizational justice for specific context. The OJI is a valid instrument to measure organizational justice in school, involving different type of teachers.