Original Research

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

Wesley R. Pieters
SA Journal of Human Resource Management | Vol 16 | a928 | DOI: https://doi.org/10.4102/sajhrm.v16i0.928 | © 2018 Wesley R. Pieters | This work is licensed under CC Attribution 4.0
Submitted: 13 March 2017 | Published: 27 August 2018


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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.

Keywords

organisational justice; job satisfaction; employee engagement

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