The Impact of Human Resource Management Practices on Perceived Organisational Justice

Swarts I.,Leeuw Z. M.,Mukonza C.

doi:10.5296/bms.v10i1.15070

Abstract

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling. A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

Highlights

The aim of the paper was to investigate the impact of perceived organisational justice on Human Resource Management (HRM) practices
The demographic profile shows that the bulk of the respondents are in the age group category 31-40 years and they constitute 43%; this is followed by 24% in the age category of 20-30 years
It is quite clear that the minority groups are in the age groups 20-30 years and 50-60 years respectively, as they constitute 22 and 9% for each group and there are no respondents in the category of sixty-one years and above

Summary

Introduction

The aim of the paper was to investigate the impact of perceived organisational justice on Human Resource Management (HRM) practices. HRM practices can be regarded as a tool implemented by the organisation that assist in retaining and motivating employees through efficient practices, policies and philosophy. Babu and Reddy (2013:46) define HRM practices as the planned human resource deployment, the organisation's progress being targeted towards reaching the goals through efficient management of human capital. The term organisational justice was initially coined by Greenberg in 1978 describing an individual’s perceptions and reactions to fairness in the organisation. Karimi, OIipour, Pour and Azizi (2013:1149) suggest that the term refers to the fair and equitable behaviour of the organisation towards their employee. There is a strong current opinion which indicate that, HRM practices tend to maximise the productivity of an organisation by optimising the effectiveness of its employees (Swathi, 2014:21)

Objectives

Results

Conclusion