Organisational Justice and Psychological Well-Being of Employees in the Local Government Service of Osun State, Nigeria

Ajala, E. M.

doi:10.4314/afrrev.v9i4.5

Cited by 13 publications

(28 citation statements)

References 39 publications

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“…Our findings are consistent with several empirical revelations that procedural justice significantly related to related constructs of engagement such OCB among teachers of public secondary schools in the Akwa Ibom State of Nigeria (Efanga & Akpan, 2015), psychological well-being of employees in the local government service of Osun State, Nigeria (Ajala & Bolarinwa, 2015) and employee satisfaction among staffs of seven selected banks operating in Rumuokoro-Uniport axis of Port Harcourt, Rivers State, Nigeria (Okocha & Anyanwu, 2016), and employees commitment in manufacturing firms in Ibadan, Oyo State, Nigeria (Ajala, 2015), job performance among lecturers in the Federal Universities in the South-South zone of Nigeria (Efanga, Aniedi & Gomiluk , 2015). They also however disagreed with the work of Amazue, Nwatu, Ome and Uzuegbu (2016) procedural justice failed to predict work alienation as well as the work of He, Zhu and Zheng (2016) in leading financial service organization in the United Kingdom that the procedural justice has no direct effect on employee engagement but affect engagement through organizational and moral identity centrality.…”

Section: Discussion Of Findingssupporting

confidence: 92%

“…These findings are in alignment with the study of Ucho and Atime (2013) that distributive justice has a significant impact on OCB dimensions of altruism, conscientiousness, sportsmanship and civic virtue. Our findings also confirm the revelation that distributives significantly related to similar/related constructs of engagement such OCB among teachers of public secondary schools in the Akwa Ibom State of Nigeria (Efanga & Akpan, 2015), psychological well-being of employees in the local government service of Osun State, Nigeria (Ajala & Bolarinwa, 2015) and employee satisfaction among staffs of seven selected banks operating in Rumuokoro-Uniport axis of Port Harcourt, Rivers State, Nigeria (Okocha & Anyanwu, 2016), and employees commitment in manufacturing firms in Ibadan, Oyo State, Nigeria (Ajala, 2015).…”

Section: Discussion Of Findingssupporting

confidence: 87%

“…They also support the works of Ucho and Atime (2013) and Balogun, Ojedokun and Owoade, (2016) that interactional justice significantly impacts on OCB dimensions (altruism, conscientiousness, sportsmanship and civic virtue). (Efanga & Akpan, 2015), psychological well-being of employees in the local government service of Osun State, Nigeria (Ajala & Bolarinwa, 2015) and employee satisfaction among members of staff of seven selected banks operating in Rumuokoro-Uniport axis of Port Harcourt, Rivers State, Nigeria (Okocha & Anyanwu, 2016), and employees commitment in manufacturing firms in Ibadan, Oyo State, Nigeria (Ajala, 2015), job performance among lecturers in the Federal Universities in the South-South zone of Nigeria (Efanga, Aniedi & Gomiluk, 2015). promote fairness in the procedure employees under to get work done and promoted.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…While perceived justice in Nigeria workplace and its impact on employee's engagement earnestly call for research interests, most studies mainly focused on the relationship between perceived justice psychological wellbeing (Ajala & Bolarinwa, 2015), satisfaction of individual employee (Okocha & Anyanwu, 2016) Karatepe (2011) appears to be the only study that attempted to link perceived organization justice on employees' engagement in Nigeria, the study however focused only on the link between procedural justice and employee's engagement and neglected the influence of distributive, interactional justice. It is against this backdrop that this study attempts to ascertain the influence of procedural, distributive, interactional justices on employees' engagement in tertiary institutions in Nigeria.…”

Section: Introductionmentioning

confidence: 99%

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Influence of Organizational Justice on Employee Engagement in Tertiary Institutions in Edo State, Nigeria

Ohiorenoya

Eguavoen²

2019

ESJ

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This study empirically investigated the influence of organisational justice on employee engagement in the tertiary institutions in Edo State. Its specific objectives were to examine the influence of distributional, procedural and interactional justice on employee engagement in the tertiary institutions in Edo State. In achieving these objectives, the study adopted the cross sectional survey research design. It specifically made use of data collected from four hundred and one (401) staff of the tertiary institutions in Edo State. Data collected were analysed with descriptive and Ordinary Least Square regression. The study revealed that organisational justice has significant influence on employee engagement in the tertiary institutions in Edo State. It also revealed that each of the dimensions of organisational justice: distributional, procedural and interactional positively and significantly influenced employee engagement in the the tertiary institutions in Edo State. From these findings, the study recommended that managements of the tertiary institutions in Edo State should increase their efforts in rewarding employees according to their workload, work completed, work contributed, relevant skills and educations acquired; increase effort in promoting those policies or procedures where employees can be promoted on time and as when due; provide employees with accurate, timely and adequate information to perform job and ensure all employees are treated with politeness, dignity, kindness, consideration and supported equally.

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Section: Discussion Of Findingssupporting

confidence: 92%

Section: Discussion Of Findingssupporting

confidence: 87%

Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Influence of Organizational Justice on Employee Engagement in Tertiary Institutions in Edo State, Nigeria

Ohiorenoya

Eguavoen²

2019

ESJ

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“…Five variables were measured in the study, namely, OJ, OC, gender, tenure and education. Items from the Organizational Juice Questionnaire, which are 20 in number, were borrowed to measure OJ (Ajala and Bolarinwa, 2015). Organizational commitment was also measured using the 15-item standard scale applied by Akanbi and Ofoegbu (2013).…”

Section: Methodsmentioning

confidence: 99%

The effect of organizational justice delivery on organizational commitment

Mensah¹,

Asiamah²,

Mireku

2016

JGR

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Purpose This study aims to examine the effect of organizational justice (OJ) delivery on organizational commitment (OC) while controlling variables that potentially confound this effect. These confound variable includes gender, education and tenure. Design/methodology/approach A causal quantitative field research and a cross-sectional research approach are used. A structured questionnaire is used to collect data from 463 randomly sampled employees of 13 commercial banks in Koforidua, Ghana. Structural equation modelling is used to analyze the data. Findings The study establishes that a statistically significant effect is made by OJ delivery on OC (p < 0.0001), even after controlling for the effects of gender, education and tenure. The model used also fits the data collected considerably (i.e. χ2 = 0.258; p-value = 0.611). Thus, the relationship between OJ and OC is not confounded by how long the employee has served on the job or by the highest educational level of employees. However, this relationship was significantly confounded by gender on the basis of sharing significant covariance with them. Originality/value Even though studies exist generally on OJ and OC, the focus on Ghana and banks in particular have been skeletal and have ended in testing just the relationship without highlighting the role of confounding variables as done in this study. Apart from adding to extant literature, findings will also inform decision-making on strategies and policies to improve OJ and ultimately the employee commitment that comes with.

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Conceptual model of predicting employee performance through the mediating role of employee engagement and empowerment

Zeer

Ajouz

Salahat

2023

IJEM

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PurposeConsidering the importance of employee performance in the changes in state higher education institutions, this study aims to conceptualize the mediating role of employee engagement and empowerment in predicting employee performance.Design/methodology/approachThe study uses a quantitative survey method to collect data from staff members employed in higher education institutions and applies a partial least squares structural equation modeling to analyze the data. In addition, the study performs a systematic bibliometric analysis of contemporary literature on the factors influencing employee performance.FindingsThe study's results confirm employee engagement and empowerment's critical role in improving employee performance. Unexpectedly, the study also has found no supporting evidence of the relationship between work environment and employee performance. Further, the proposed model explains 51.6% of the variance in employee productivity.Originality/valueAmong the theoretical implications of this study are the importance of introducing new and theoretically sound mediators to explain how the relationship between a higher education institution's employee engagement and empowerment and its employees' performance unfolds.

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Organisational Justice and Psychological Well-Being of Employees in the Local Government Service of Osun State, Nigeria

Cited by 13 publications

References 39 publications

Influence of Organizational Justice on Employee Engagement in Tertiary Institutions in Edo State, Nigeria

Influence of Organizational Justice on Employee Engagement in Tertiary Institutions in Edo State, Nigeria

The effect of organizational justice delivery on organizational commitment

Conceptual model of predicting employee performance through the mediating role of employee engagement and empowerment

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