Assessing organisational justice as a predictor of job satisfaction and employee engagement in Windhoek

Wesley R Pieters

doi:10.4102/sajhrm.v16i0.928

Abstract

Orientation: Working in the service industry with similar products and services requires organisations to be proactive and efficient. Enhancing employees’ levels of organisational justice is likely to influence job satisfaction and employee engagement.Research purpose: The purpose of this study was to investigate the dimensions of organisational justice that best predict job satisfaction and employee engagement among employees in Windhoek, Namibia.Motivation for the study: Poor service delivery is a concern within the service industry and this includes the banks and universities that operate in Windhoek. Having engaged employees is most likely going to improve the quality of service and customer satisfaction.Research approach/design and method: A cross-sectional survey design was used, employing a questionnaire to collect data on the biographical details, organisational justice, job satisfaction and employee engagement of employees at a bank and university in Windhoek. The sample consisted of employees from a bank, Bank A (n = 106), and administrative staff at a university (n = 97).Main findings: Significant predictors of employee engagement (work energy) were interpersonal organisational justice and intrinsic job satisfaction. Regarding employee engagement (work focus), intrinsic job satisfaction and extrinsic job satisfaction were the significant predictors.Practical/managerial implications: Managers and supervisors need to regularly assess, monitor and enhance employees’ perception of organisational justice, job satisfaction and employee engagement. Improving organisational justice within the workplace is likely to result in an increase in job satisfaction and employee engagement, resulting in increased productivity and customer satisfaction.Contribution/value-add: The novelty of this study in Namibia will add to already existing knowledge within industrial and organisational psychology, pave the way for future research and guide the development of interventions aimed at keeping employees satisfied and engaged in their work.

Highlights

Employees working in the service industry may regard their jobs as challenging and exhausting
Viviers and Mayer (2015) found that when employees experience job satisfaction, they are more likely to become more engaged in their work
Procedural justice (0.39) and distributive justice (0.51) had significant correlations with job satisfaction among employees working in Canada (Saks, 2006). These findings indicate that when employees perceive organisational justice within the organisation, if rewards and punishment are being distributed fairly, if procedures within the organisation are being followed and if the manner in which supervisors and colleagues interact is collegial, employees are likely to find more pleasure and satisfaction in their jobs

Summary

Introduction

Employees working in the service industry may regard their jobs as challenging and exhausting. The manner in which employees or representatives from an organisation interact with clients will have a significant impact on the customers’ experience (Bettencourt & Brown, 1997). The consequences of poor customer service are related to tertiary institutions and the banking industry. Considering that Namibia has five banks that offer similar services, it is important to identify how banks can remain competitive while at the same time remaining productive. Competitiveness and productivity are some of the main reasons why organisations go into business. Soltis, Agneessens, Sasovova and Labianca (2013) indicated that organisations are constantly working hard to retain their top talent, especially considering how much money and http://www.sajhrm.co.za Apart from the different advertising approaches or reduced banking fees, having the most satisfied and engaged workforce will likely add to that competitive advantage. Soltis, Agneessens, Sasovova and Labianca (2013) indicated that organisations are constantly working hard to retain their top talent, especially considering how much money and http://www.sajhrm.co.za

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