Organizational justice, organizational commitment and job performance in project- based organizations: Case of The Lutherans World Federation Adjumani Sub Program

Abstract

This research examined the relationship between organizational justice, organizational commitment and job performance among employees of LWF through four hypotheses. A quantitative approach was followed involving a descriptive survey, correlational and cross-sectional research designs. The study involved 122 employees of The World Lutheran Federation Uganda, who were obtained using convenience sampling due to COVID-19 regulations. Data was collected using close-ended self-administered questionnaire. Organizational justice was measured as distributive, procedural, informational, and interpersonal. Meyer’s three component model comprising of affective, continuance and normative commitment, was used to measure organizational commitment. Job performance was measured as task and contextual performance. Data was entered into SPSSV23 and analyzed using Pearson correlations, for hypothesis 1, 2, and 3, and multiple regression analysis for hypothesis 4. Results revealed a significant relationship between organization justice and organizational commitment, organizational commitment and job performance, and organizational justice and job performance. However, organizational commitment did not significantly mediate the relationship between organizational justice and job performance. The results imply that practicing fairness within the distribution of organizational rewards and resources and procedures will increase the organizational commitment of employees, employees who are committed to their organization will also perform better at their job and justice and organizational commitment play a significant role in the attainment of job performance. The results also imply that fairness in organizational practices will lead to job performance of employees.