Analysing the Impact of Organizational Justice on Employee Commitment

Dr. Nishtha Sharma
Assistant Professor
Faculty of Commerce and Management
nishtha.sharma@kalingauniversity.ac.in
Organizational justice, a term that encompasses employees’ perceptions of fairness in the workplace, is a critical factor influencing employee commitment. Employee commitment refers to the psychological attachment an employee has to their organization, which in turn affects their motivation, productivity, and willingness to remain with the company. The relationship between organizational justice and employee commitment has been extensively studied in organizational behaviour literature, as fairness within the workplace can significantly impact employee attitudes and behaviours. This article explores the dimensions of organizational justice, its influence on employee commitment, and the practical implications for organizations.
Dimensions of Organizational Justice
Organizational justice can be divided into three primary dimensions: distributive justice, procedural justice, and interactional justice. Each dimension addresses a different aspect of fairness within the workplace and contributes uniquely to employee commitment.
Distributive Justice: Distributive justice refers to the perceived fairness of outcomes received by employees, such as pay, promotions, and recognition. Employees evaluate distributive justice by comparing their efforts and outcomes with those of their colleagues. When employees perceive that they are fairly compensated and rewarded for their contributions, they are more likely to feel committed to the organization. However, if they believe they are under-rewarded compared to others with similar qualifications and efforts, their commitment may decrease, potentially leading to dissatisfaction and turnover (Adams, 1965).
Procedural Justice: Procedural justice involves the perceived fairness of the processes and procedures used to make decisions within the organization. This includes the transparency of decision-making processes, the consistency of applying rules, and the opportunity for employees to voice their opinions. Procedural justice is critical because even if outcomes are not favourable to employees, they are more likely to accept those outcomes if they believe that the decision-making process was fair (Colquitt, 2001). Fair procedures promote trust in the organization and encourage employees to remain committed, as they perceive that the organization respects their input and values fair treatment.
Interactional Justice: Interactional justice relates to the quality of interpersonal treatment employees receive from supervisors and managers. This dimension of justice focuses on the communication between employees and their superiors, including respect, honesty, and empathy. When employees feel that they are treated with dignity and respect, they are more likely to reciprocate with loyalty and commitment to the organization (Azeem et al., 2015). Conversely, a lack of interactional justice can lead to feelings of disrespect, which can diminish employee commitment and morale.
Impact of Organizational Justice on Employee Commitment
Organizational justice plays a pivotal role in shaping employee commitment. Research suggests that employees who perceive high levels of organizational justice are more likely to exhibit affective commitment, which is characterized by an emotional attachment to the organization (Meyer & Allen, 1991). Employees who feel that they are treated fairly are more likely to identify with the organization’s goals and values, leading to a stronger desire to contribute to the organization’s success.
Increased Job Satisfaction: One of the most direct effects of organizational justice on employee commitment is through increased job satisfaction. When employees perceive fairness in how outcomes are distributed, how decisions are made, and how they are treated interpersonally, they are more satisfied with their job. Job satisfaction, in turn, strengthens their commitment to the organization. A fair work environment fosters positive emotions, which enhances employee morale and reduces the likelihood of turnover.
Enhancing Organizational Trust: Organizational justice also builds trust between employees and the organization. Procedural justice, in particular, has a strong link to organizational trust, as employees are more likely to trust leaders who implement fair procedures. Trust is a critical factor in employee commitment because it creates a sense of security and belief that the organization will act in their best interests (Dirks & Ferrin, 2002). Employees who trust their organization are more likely to remain loyal, even during challenging times, because they believe that the organization will treat them fairly in the future.
Mitigating Negative Outcomes: A lack of organizational justice can lead to a variety of negative outcomes, including decreased employee commitment, job dissatisfaction, and increased turnover. Employees who perceive injustice may engage in counterproductive work behaviours, such as reduced effort, absenteeism, or even organizational sabotage (Greenberg, 1990). These behaviours can harm organizational performance and erode the overall work culture. By ensuring fairness, organizations can mitigate these risks and promote a more positive and committed workforce.
Practical Implications for Organizations
Understanding the impact of organizational justice on employee commitment has significant practical implications for organizations. To foster a culture of fairness, organizations must focus on the following strategies:
Transparent Communication: Leaders should ensure that all decision-making processes are transparent and that employees understand how outcomes are determined. Providing clear explanations for decisions and allowing employees to express their views can enhance perceptions of procedural justice.
Consistent Policies: Organizations should apply policies and procedures consistently across all levels of the organization. Inconsistent application of rules can lead to perceptions of favouritism, which undermines both distributive and procedural justice.
Respectful Treatment: Managers and supervisors should treat employees with respect, honesty, and consideration. Regular feedback, recognition of contributions, and empathetic communication can strengthen perceptions of interactional justice, leading to greater employee commitment.
Employee Involvement: Involving employees in decision-making processes can increase their sense of fairness and control over their work environment. Employee participation not only improves procedural justice but also fosters a sense of ownership and commitment to organizational goals.
Conclusion
Organizational justice is a crucial determinant of employee commitment. The fairness of outcomes, procedures, and interpersonal treatment directly influences employees’ attitudes toward their organization. By promoting organizational justice, companies can enhance employee commitment, improve job satisfaction, and reduce turnover. To maintain a committed workforce, organizations must prioritize fairness in their policies, procedures, and interactions, ultimately fostering a more positive and productive work environment.
References
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Azeem, M. M., Abrar, M., Bashir, M., & Zubair, A. (2015). Impact of Organizational Justice and Psychological Empowerment on Perceived Organizational Performance: The Mediating Role of Organizational Citizenship Behaviour. American Journal of Industrial and Business Management, 05(05), 272–280. https://doi.org/10.4236/ajibm.2015.55029
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86(3), 386–400. https://doi.org/10.1037/0021-9010.86.3.386
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. https://doi.org/10.1037/0021-9010.87.4.611
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Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z