Abstract
This paper examined the direct effects of the different dimensions of organizational justice, employees’satisfaction and gender on perceived organizational commitment in the context of UAE service organizations.The paper used a questionnaire administered to a random sample of 174 employees working in 28 differentservice organizations. We used descriptive statistics, reliability analysis, and regression technique to analyze thedata. The results revealed that employees’ satisfaction has a direct influence on commitment. However,perceptions of the three organizational justice components (distributive justice, procedural justice, andinteractional justice) do not have direct influence on employees’ commitment. But they do influence employees’satisfaction. In addition, employee gender, nationality, and tenure do not influence commitment directly orindirectly through satisfaction.
Highlights
The past three decades have witnessed an increasing attention to organizational justice and its impacts on different organizational outcomes and employee’s behavior
The results indicated that reliability coefficient for the Affective Commitment Scale (ACS) and the Normative Commitment Scale (NCS) were acceptable, whereas the reliability of the Continuance Commitment Scale (CCS) was low
We performed regression analysis to judge the direct effects of the components of organizational justice, job satisfaction, and personal attributes on employee’s commitment
Summary
The past three decades have witnessed an increasing attention to organizational justice and its impacts on different organizational outcomes and employee’s behavior (e.g., organizational commitment, job satisfaction, and performance). We believe that the concept of justice is a central notion to our understanding of a wide range of human behaviors in the organizational setting. While extensive research efforts have been exerted in the West, only recently researchers have paid attention to organizational justice and commitment in other cultures. Perceived justice relate to how employees perceive the level of fairness in connection with their performance and its outcomes (e.g., rating, promotion and pay raise). According to Cowherd and Levine (1992), research findings suggest that when employees perceive high level of fairness they become more committed towards their organizations and their performance improves. When employees doubt organizational justice, they tend to lose interest in the organization and they do not exhibit willingness to pursue organizational goals. Bhuian, Al-Shammari, and Jefri (1996) reported strong relationship between job satisfaction and commitment
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