The aim of this study was to identify and conceptualize the components of an ethical justice model in a university of medical sciences based on experts’ perspectives. This applied qualitative study was conducted using a systematic grounded theory approach. The research population consisted of senior managers and human resource experts at a university of medical sciences, selected through purposive and snowball sampling. Data were collected via in-depth semi-structured interviews and continued until theoretical saturation was achieved. Data analysis was performed through open, axial, and selective coding using MAXQDA software. The analysis yielded 86 open codes and 36 axial codes, which were integrated into a comprehensive conceptual model. “Ethical justice in organizational structures and processes” emerged as the core phenomenon. The identified components were organized into five dimensions: causal conditions, contextual conditions, intervening conditions, strategies, and consequences. Ethical leadership, transparency, organizational culture, and monitoring systems were identified as key determinants of ethical justice. The findings indicate that ethical justice in a university of medical sciences is a multidimensional and systemic phenomenon that requires alignment between leadership, organizational structures, processes, and ethical values, leading to enhanced participation, responsibility, and perceptions of fairness.