Effect Of Organizational Justice On Organizational Commitment In Public Secondary Schools And Commercial Banks In Kenya

Abstract

The study sought to explore the influence of organizational justice on organizational commitment of teachers in public secondary schools and bank tellers in commercial banks in Kenya. The objectives of the study were to establish whether perceptions of distributive, procedural, interpersonal, and informational justice had an effect on organizational commitment, and to find out whether effects of organizational justice on organizational commitment differed significantly among teachers in public secondary schools and employees in the banking sector in Kenya. The study adopted a correlational research design. The study population included 63,933 teachers in the 47 Counties and bank tellers in commercial banks in Kenya. A random sample of 382 teachers was drawn from three purposively selected Counties. The Nairobi head office of each bank was purposively sampled for commercial banks. A sample of 140 tellers was selected using simple random sampling. Data was collected using a structured questionnaire. Data analysis involved statistical computations for means, percentages, correlation and multiple regression analysis. Statistical Package for Social Sciences (SPSS) version 21.0 for Windows was used for analysis. The study findings indicated that teachers‟ organizational justice significantly influenced teacher‟s organizational commitment. Distributive justice and interpersonal justice were found not to be important predictors of organizational commitment while procedural, and informational justice were found to be useful predictors of organizational commitment for teachers. Only procedural justice was found to be significant in predicting organizational commitment for bank employees. The study results also indicated that the effect of organizational justice on organizational commitment for teachers was significantly different from that of bank employees. The study recommended that management should ensure fairness in provision of rewards; involve employees in decision making, show dignity and respect when explaining decision outcomes to concerned staff members. The management should maintain consistency in applying rules; ensure accuracy in use of information, and safeguards against bias when dealing with employee issues. The management should also adopt a proactive approach to understand employees‟ perceptions of organizational justice, and provide appropriate working environment in order to reap benefits including the cost associated with employee retention and efficiency of service delivery.