Transformation Management Journal

Abstract  
1- INTRODUCTION
This study investigates workplace mobbing and its impact on the mental health of employees at Mashhad Municipality. Organizational mobbing is recognized as a critical deviant behavior that significantly harms employees and organizational performance. These behaviors include physical violence, verbal abuse, harassment, intimidation, discrimination, and destructive actions, which can severely affect individuals' mental well-being. Considering the significance of Mashhad Municipality as one of the largest semi-governmental organizations in Iran, addressing mobbing and its consequences is vital for improving organizational efficiency and enhancing employee satisfaction.
 
2- THEORETICAL FRAMEWORK
The theoretical framework of this research is based on concepts of organizational deviance and mental health. Organizational mobbing refers to a set of harmful and repetitive behaviors aimed at harming individuals or groups in the workplace. Previous studies highlight the long-term psychological, physical, and social impacts of these behaviors. Mental health, a key determinant of life quality and job performance, includes four main dimensions: anxiety and sleep disorders, depression, physical responses, and social functioning.
 
3- METHODOLOGY
This applied research utilized a mixed-methods approach (qualitative and quantitative). In the qualitative phase, data were collected through interviews with 17 experts in management and psychology, each with at least 10 years of professional experience. This phase identified 35 mobbing-related factors, which were finalized using the Delphi method. In the quantitative phase, the population comprised Mashhad Municipality employees with a minimum of five years of service, from which 164 participants were randomly selected. Data collection tools included a mobbing questionnaire (based on qualitative findings) and the Goldberg & Hillier General Health Questionnaire. The data were analyzed using SPSS and various statistical tests.
 
4- RESULTS & DISCUSSION
The results revealed that workplace mobbing significantly impacts employees' mental health. Six key dimensions of mobbing were confirmed: physical violence, verbal abuse, harassment, intimidation, discrimination, and destructive/deviant behaviors. These behaviors had the most significant effects on mental health dimensions, including anxiety and sleep disorders (r = 0.871), depression (r = 0.685), physical responses (r = 0.582), and social functioning (r = 0.676). Employees exposed to mobbing experienced severe psychological issues, such as anxiety, depression, insomnia, and reduced social interactions. These findings align with previous research, which highlights mobbing as a major stressor leading to decreased motivation, reduced self-confidence, and impaired job performance.
 
5- CONCLUSIONS & SUGGESTIONS
The study underscores the adverse effects of workplace mobbing on both employee mental health and organizational productivity. Managers at Mashhad Municipality should identify early signs of mobbing and implement preventive measures to mitigate such behaviors. Training programs for managers and supervisors are recommended to help them recognize mobbing symptoms and intervene effectively. Furthermore, fostering an open and supportive organizational culture, conducting anonymous surveys, and offering psychological counseling services can reduce the impact of mobbing and enhance employees' mental health. It is also suggested that intervention programs, such as yoga, breathing exercises, and group activities, be introduced to build employee resilience and reduce mobbing effects. These strategies can play a crucial role in improving working conditions, increasing job satisfaction, and ultimately enhancing organizational performance.

Abstract 1- INTRODUCTION
The study of mental health and its related factors is noteworthy for all individuals, groups and organizations, and is becoming more sensitive in some environments and situations. Among various organizations, one of the most important organizational groups in which interpersonal relationships, mental health and organizational virtue play a vital role in the performance of employees and managers is the organizations that have specific complexities and are always encountered with different pressures in the workplace. Health centers and hospitals are the most sensitive of these types of organizations, which are important in assessing interpersonal relationships, mental health, and paying attention to organizational virtues. Health centers need to employ specialist and compassionate staff dedicated to rescuing and caring for patients.

Abstract 1- INTRODUCTION
Since behavioral and mental disorders cause organizational performance weakening, planning for mental health would lead to personnel mental health and rise of industrial and production development of organization. The more individuals have mental health, the less they are vulnerable. People with mental health gain more achievement and compensate their personal and social problems. One of the factors affecting mental health improvement is social relationships and particularly interpersonal forgiveness. This factor, as a civic virtue in organizations, has attracted many attention. Moreover forgiveness has been influenced by organizational characteristics. Some researchers have shown organizational justice is one of them.
Considering the fact that preventing lacking effects help people to increase physical and mental well-being and bearing in the mind that individuals spend considerable time of their life in their working places, the purpose of the research is to study the mediating role of forgiveness in the relationship of organizational justice and mental health among Ahwaz Rolling and Pipe Mills Company's employees.

2- THEORETICAL FRAMEWORK
Mental health
The concept of mental health comprises several elements including inner feelings of being good and confidence, self-efficacy, competitiveness capacity, intergeneration dependency and self-actualization of potential intellect and emotion and so on (Riahi, Aliverdi–Nia, & Bani Asadi, 2009).

Interpersonal forgiveness
According to academic communities, forgiveness is somehow ignoring and terminating hate, resentment and anger that stem from injuring, conflict and perceived errors and is defined as a demand to halt punishing and to seek revenge from a mortified person. Although there is no consensus in research literature to delineate forgiveness, the definition of "models and process of containing a behavioral approach" is agreed upon (Cautilli, Simon & Cordova, 2006).

Organizational Justice
Research on organizational justice has got a long history and scholars have presented a variety of classifications. It may be expressed as the study of equity in workplace. Study on organizational justice began by Adam's research on equity theory. He concentrated on perceived fairness of consequences that was distributional justice (Fatemi & Esfahani, 2014).

3- METHODOLOGY
The current research is an applied one by means of purpose and according to data gathering method is a descriptive and correlational one. Statistical population is the employees of Ahwaz Rolling and Pipe Mills Company which consists of around 800 people. In order to get sample by using Morgan's table a number of 260 people is attained. The sampling method is random. Gathering data was conducted through analyzing literature review and field study. To attain model fit and test the hypotheses, structural equation modeling method and the third version of smart PLS were implied.
4- DISCUSSION
To measure reliability, composed reliability and Chronbach's alpha were exploited which both were appropriate proving that the questionnaire is reliable. To designate validity, the average variance exploited is implied and the current research verifies the model goodness of fit.
The quotients of R2 and Q2 criteria were used to examine the structural model fit. The amount of R2 and Q2 for the constructs of forgiveness and organizational justice are 0.246, 0.586 and 0.263, 0.586, respectively. Considering fitness of measurement and structural components of the model, the overall model fit was extracted by index of GOF=0.47 that is the strong fitness of the research model.

5- CONCLUSION AND IMPLICATIONS
Once the T amounts are more than 1.96, the related parameters are significant and the hypotheses are verified (Tenenhaus & Amato, 2010). The significant quotient of the first hypothesis is 22.063 that means organizational justice has got a significant positive impact on forgiveness. The significant quotient of the second hypothesis is 4.814, and when it is more than 1.96, it shows the hypothesis verification and the significant direct impact of organizational justice on mental health. The significant quotient of the third hypothesis is 4.545 that postulates forgiveness has a significant positive impact on mental health. Regarding z-value extracted by Subel test that is 3.36 and above 1.96 it indicates the confidence level of 95 percent the mediating impact of forgiveness in the relationship between organizational jussive and mental health is significant. Furthermore considering VAF test (relationship intensity) by amount of 0.516 demonstrates the strong impact of the mediator variable. According to the resources the quotient above 0.5 is considered strong (Davari & Rezazade, 2013).
For short-run planning it is suggested that managers imply procedural and interactional justice due to relatively low economic costs. In order to implement procedural justice, instructions and procedures should be clear and organizational pays and beneficences must be based vividly on how people received them. To improve employees' mental health, it is recommended managers improve feelings of safety, honor, independence and responsibility to the employees so that they understand fair behavior and then they are expected to perform enthusiastically and whenever necessary, conduct their tasks flexibly.