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ASSESSING THE EFFECTS OF ORGANIZATIONAL JUSTICE ON EMPLOYEE PERFORMANCE IN AIR LEASING CAMEROON

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ASSESSING THE EFFECTS OF ORGANIZATIONAL JUSTICE ON EMPLOYEE PERFORMANCE IN AIR LEASING CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

An organization's capacity to succeed over the long term depends solely on the efforts of its employees. The attitudes, feelings, behaviors, and perceptions of an organization's members have a direct impact on whether or not it achieves its goals (Olayinka & Adeniyi, 2022). In their everyday lives, people are drawn to circumstances and environments that they believe to be fair, regardless of the environment (Elanain, 2019). Also, on a daily basis, employees' attitudes and conduct are shaped by the choices made by their employers. If an individual perceives a decision as unjust or biased, it can impact their demeanor and actions. Many businesses are concerned with the issue of fairness, as the perception of unfairness can detrimentally affect performance, job satisfaction and employee commitment to the organization. Furthermore, the manner in which individuals perceive and respond to fairness within organizations is termed "organizational justice." It serves as the ethical foundation justifying a particular action or decision in terms of race, religion, equality, culture, or legality. In addition, the idea of organizational justice (OJ) emphasizes the impartiality of managers' decisions, perceived equality, the influence of justice, and the interaction between people and their surroundings in organizations. Similarly, "organizational justice" refers to how people view and respond to fairness in organizations (Rahman, 2019). The moral basis for a certain action or choice is derived from philosophy, whether it is related to race, religion, equality, culture, or the law. 

Furthermore, according to Abbas (2018), employees' expectations of the integrity and objectivity of the indicators used to determine the organization's value, as well as the degree of equality and fairness in their rights and responsibilities, are what define organizational justice, which is used to gauge the relationship between performance levels and organizational members. Organizational justice stands as a critical factor closely linked to the success of any organization. To foster employee commitment, fairness in organizational justice systems is imperative (Akanbi & Ofoegbu, 2018). The perception of organizational justice plays a significant role in shaping employees' performance and overall commitment to the organization. Employees who perceive high levels of organizational justice tend to exhibit positive behaviors, while those with negative perceptions may display decreased effort and diminished commitment (Cemal, 2019). Additionally, Selvitopu & Sahin (2020) emphasize the importance of employees accurately perceiving organizational justice within the organization, as this perception greatly influences social dynamics. However, when perceptions of organizational justice are negative, management may encounter challenges in motivating and guiding their workforce effectively. Employees are found to compare the treatment they receive in their place of work with the treatments that others receive, and make judgments about the level of justice in the organization in accordance with their own perceptions (Ayobami & Eugene, 2019). It is believed that these evaluations play a key role in the way employees perform their organizational duties and responsibilities. Relatedly, employees are content when they perceive themselves as equals and believe they are being appropriately compensated for their sincere contributions to the organization (Srivastava, 2018). In addition to monetary gains, the incentive could come with other advantages and benefits. High job satisfaction levels are associated with improved performance, productivity, commitment, and retention rates in employees. As a result, these individuals tend to be more productive as well as more devoted to the company. Nonetheless, it appears that the distribution of advantages, penalties, and facilities inside Cameroonian businesses is becoming more and more uneven. This is seen from the subsector's infusion of transfer, promotion, reward, and retention through connections. The injustices stated above have been attributed to a number of factors. These include sentiment, corruption, unstable employment, a lack of ethics, and nepotism on the part of the leaders. As a result, there appears to be an unheard-of rise in "eye service" by older employees, as well as a lack of dedication, indiscipline, theft of company property and goods, and subpar work produced by employees looking for incentives (Zeidan, and Itani, 2020). It is against this backdrop, a survey will be conducted in order to assess the effects of organizational justice on employee performance in Air Leasing Cameroon.

1.2 Statement of the Problem

The manner in which justice is implemented within an organization significantly influences employees' performance in their jobs. The importance of how organizations treat their employees has greatly increased in recent decades. Akram, Lee, Haider, and Hussain (2020) argue that rather than viewing individuals merely as tools for organizational goals, organizations should function as platforms for their development. This perspective is rooted in the understanding that people respond to how they are treated. Scholars have increasingly focused on organizational justice, considering it a fundamental principle and practice in contemporary organizational management, as indicated by studies in organizational behavior and theory (Diab, 2015; Percunda, Taniasari, & Chalidyanto, 2020). Due to significant efforts to ensure that workers not only receive organizational justice but also are respected throughout the organization, organizational justice has become crucial in shaping the structure and culture of an organization. This is essential not only for the well-being of individual employees but also for the long-term sustainability of the organization as a whole (Akram, Lee, Haider, & Hussain, 2020). However, several researchers have examined the aspect of organizational fairness and its correlation with worker dedication and output. Even though the discipline has advanced significantly, it is challenging to determine which kind of organizational justice, distributive, informational, procedural, or interactional best captures the dedication and performance of employees.It remains to be determined, therefore, which of these organizational justice interventions has the biggest influence on the success of the organization and employee commitment. Instead of making broad generalizations. Hence, it is in the light of these that the study seeks to assess the effects of organizational justice on employee performance in Air Leasing Cameroon.

1.3 Objectives of the Study

The main purpose of this study is to assess the effects of organizational justice on employee performance in Air Leasing Cameroon. Specifically, the study will;

Determine whether there is a significant relationship between organization justice and employees performance.

Investigate the dimensions of organizational justice which influences employees performance in Air Leasing Cameroon.

Determine the impact of organizational justice on employees performance in Air Leasing Cameroon.

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between organizational justice and employees' performance?

What are the dimensions of organizational justice that have an influence on employees' performance within Air Leasing Cameroon?

How does organizational justice impact employees' performance within Air Leasing Cameroon?

1.5 Research Hypotheses

Ho: There is no significant relationship between organizational justice and employee performance in Air Leasing Cameroon.

Ha: There is a significant relationship between organizational justice and employee performance in Air Leasing Cameroon.

1.6 Significance of the Study

Relative behavior in the organization can take two forms: an action, or a counteraction or reaction in the opposite direction. Nonetheless, in order to boost employee performance, management of organization will learn from the study's findings how to guarantee that organization justice is applied equally to every employee. Also, government will use the study's recommendations to inform policy decisions about how to ensure that employees are not mistreated, which will be crucial for the public sectors. Furthermore, results of this survey will improve working conditions and encourage employees to dedicate more time to their work. Additionally, the study is important because it will demonstrate which organizational justice variables actually have an impact on employees' performance and dedication at work, thereby assisting businesses in preventing similar circumstances. In addition, other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the  effects of organizational justice on employee performance in Air Leasing Cameroon.

1.7 Scope of the study

The scope of this study is boarded on the effects of organizational justice on employee performance in Air Leasing Cameroon. Empirically, this study will determine whether there is a significant relationship between organization justice and employees performance, investigate the dimensions of organizational justice which influences employees performance in Air Leasing Cameroon and determine the impact of organizational justice on employees performance in Air Leasing Cameroon.

Geographically, the study will be delimited to employees in Air Leasing Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Organizational Justice: is an examination of the conduct of an institution against its workers taking into account general moral and ethical values. It includes the degree to which employees embrace management in an organization (Ali, 2018).

Employee: is an individual who works for an organization or company in exchange for compensation, such as a salary or wages.

Employee performance: is the accomplishment of an employee, organization in relation to stated goals and objectives.


This material content is developed to serve as a GUIDE for students to conduct academic research



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