Human resource practices, organisational justice and organisational commitment
Karuhanga, Robinah Mirembe
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The purpose of the study was to establish the significant relationship between the Human Resource practices (HR Practices), Organizational justice, and Organizational commitment. A cross sectional survey design was adopted and a stratified sampling strategy was used to obtain respondents to the survey. 100 questionnaires were returned from World Food Programme office in Kampala. Data was obtained by use of standardized self- administered structured questionnaires. Statistical tests used in the analysis were correlation and linear regression Results suggest that when all HR Practices (hiring, performance appraisal, training and development and compensation) are considered, they are not significantly related to organisational justice. However some specific HR practices (recruitment, performance appraisal and training and development) were found to be significantly related to organisational justice. In addition, it was found that a specific component of organisational justice (i.e. procedural justice) was significantly related to specific aspects of hiring practices (i.e. Return on Investment-ROI) and performance appraisal practices (i.e. future expression). Results also indicate that organisational justice was significantly related to organisational commitment. But when all components of organisational justice (Procedural and distributive) and organisational commitment (affective, continuous and normative) were analysed, only continuance commitment was significantly correlated with procedural justice. Results also show that Human Resources Practices significantly related with organisational commitment. When specific aspects of HR practices (hiring, training and development and compensation) were considered, they had a significant relationship with organisational commitment specifically affective commitment. Two specific recruitment practices (i.e. potential and ROI) and distributive justice were found to be the highest predictors of organisational commitment. The results imply that HR practices should be promoted together with the forms of organisation justice to be able to foster organisational commitment in organisations.