ABSTRACT
Organizational justice is an essential component and
predictor of successful organizations. Organization that is fair and just in
its procedures, policies, interactions and distribution systems, employees of
that organization give better response to the organization in terms of their
positive behaviours and productivity thus the main objective of this study was
to investigate the effect of organizational justice on citizenship behaviour in
Nigeria breweries. The study adopted the survey design using the questionnaire
as the main instrument of data collection. A sample of 133 respondents was
selected from Top management staff, middle management, lower management and
casual staffs of Nigeria breweries, Ama plant using the stratified. The study
employed regression analysis with the aid of Eviews 8 to analyze and answer the
research questions. The findings from the study revealed that there is a
significant relationship between distributive, procedural, interactional
justice on employee commitments in Nigeria breweries. The
study concludes that organizational justices
have significant relationship on citizenship behaviour in Nigeria breweries.
The study recommended thatmanagement of Nigeria breweries, should as much as possible provide sound
conducive physical, social and mental working environment with adequate tools
and facilities such as favourable ventilation & Temperature, Noise,
Infrastructure and Interior and Amenities for employees to boast their moral
and increase organizational effectiveness.
CHAPTER
ONE
INTRODUCTION
1.1 Background to the Study
Organizational
justice is a key factor associated with the success of every organization. In
order to keep employees satisfied, committed, and loyal to the organization,
the organization needs to be fair in its system regarding distributive justice,
procedural justice, and interactional justice. When employees feel that they
are treated fairly by the organization in every aspect, they are inclined to
show more positive attitude and behaviours like job satisfaction. Issues like
allocating monetary resources, hiring employees in organizations, policy making
and policy implications that affect decision maker and the people who are
affected from such decisions require special attention in respect of justice
(Colquitt, Greenberg, & Zapata-Phelan, 2005).
Organizational
justice is an essential component and predictor of successful organizations.
Organization that is fair and just in its procedures, policies, interactions
and distribution systems, employees of that organization give better response
to the organization (in terms of their positive behaviours and productivity).
Enhancing organizational justice resulted in improved outcomes from employees.
Managers should take actions to improve employees’ job satisfaction and
organizational commitment so to decrease employees’ turnover intension with the
help of distributive and procedural justice (Elanain, 2009).
Organizational
justice refers to an employee’s perceptionof whether an event or situation is
morally right, which is defined by the ethics, religion, equity, fairness or
law. It is thus a subjective concept, where one is less concerned with what is
just and rather more concerned with what people think or believeis just.
Researchers have adopted adescriptiveparadigm tostudyand understand
whyemployees might view certain situations or events to be labelled just or
unjust. It is regarded as a personal evaluation aboutorganizational conduct and
moral standing.(Cropanzano et al., 2007).
Organizational
Citizenship Behaviour (OCB) can be seen as performance that supports the social
and psychological environment in which task performance takes place (Deww 2011)
According
to Nadim, Mohamed and Mahmudul (2004), in OCB, an individual‘s behaviour is
discretionary, meaning he may choose to do it or not. This behaviour is not
directly or explicitly recognized by the formal reward system and in aggregate;
it promotes the effective functioning of the organization. It must be very well
understood that such behaviour could manifest itself in form of helping
colleagues who have not been showing up, communicate with superior in advance
if one knows he/she would be absent from work, aid superiors in accomplishing
their task, participate in functions that would boost the image of the company.
The
Nigerian breweries sector, like any other sector in the country has witnessed
spates of increased organizational justice and citizenship behaviour both at
local, state and national levels with various degrees of impact on the
population (Okafor, 2012). Conflict has become a common occurrence in the
existence and operations of organizations in the country, and Nigerian breweries
is notleft out. These organizational injustice are often the resultant effects
of failure to amicably resolve perceived grievances/disagreement between the
different stake-holders in the organization. The responses of employees to the
dynamics of change in organizations sometimes hinder or bring closer the
occurrence of conflict (Osabuohien, 2010). Since the complex structure of organizations
creates opportunity for conflict to occur, the ability of management and
employees to handle conflict is a sin qua non for effective productivity.
The
Nigerian breweries Industry is one of the largest among allthe industries in the
country. It accounts among the largest component of the services sector in
terms of GDP (Gross Domestic Product) and around 12 per cent ofthe
totalemployment. The Nigerian brewery has come forth as one of the most dynamic
and fast paced industries with several players entering the market.In any breweries
organization, the employees deal with thecustomers on a one-to-one basis and
thus, are the brand ambassadors of the organization and making it imperative
for every organization to have a system wherein, employees are managed,
developed, rewarded and retained in an appropriate manner. The present
situation for retailers is that they experiencehigh employee turnover, though
industry experts point out that there is no lack of labour in the country. But
training and developing an employee involves huge costs and time. One measureof
increasing productivity,customersatisfaction and sales as an end outcome could
be to look at employeeperceptions ofthe
organization.Anoften-overlookedconstructis Organizational Justice.Tapping into
these perceptions could help organizations formulate policies in a manner,
which bestsuits, theorganization as well as the employees.
In
today’s competitive world, organizations are constantlytrying their utmost
limit to retain the best talent and outdo their competitors by doing the same
things differently. Employees have become more aware of their rights and value
the employer’s sense of justice and further expect and them to be fair or just
at all times. Thus, fairness has become a prime aspect for organizations to
take a deep look into - as it directly affects workplace attitudes and
behaviour, organizational justice is a determinant towards achieving OCB. It
describes the perception and understanding of fairness in the organization.Organizational
justice furtherexplains why employees retaliate against inequitable outcomes or
inappropriate process and interaction. It is against this background that this
study seeks to investigate the effect of organizational justice on citizenship
behaviour of employees in Nigerian breweries.
1.2 Statement of Problem
Ithas
been debated that organizational justice and citizenship behaviour can be an
aversive or unpleasant emotional and physiological state resulting from adverse
work experiences, particularly experiences that are uncertain or outside the
employee’s control (Hart & Cooper, 2001). OCB refers to behaviour that is
not formally requested or directly rewarded but can be functional to the
operations of an organization (Smith et al., 1983). The interest of
researchers focused on determining the antecedents to OCB (Konovsky and Pugh,
1994). The notion of organizational justice has received considerable attention
in industrial psychology, human resource management and organizational
behaviour researches. Organizational Justice, as an antecedent to OCB was
supported by many studies (Mayer and Gavin 2005). Along with organizational
justice, organizational trust has frequently found as an antecedent of OCB (Guh
et al., 2013). The relationship between organizational justice and OCB has been
identified as a plausible explanation for regulating the impact of
organizational Justice on OCB (Guh et al., 2013; Chhetri, 2014).
Chhetri,
(2014) described the interpersonal conflict at work stressor, which captures
the degree to which citizenship behaviour of a given employee. Similarly, their
citizenship behaviour constraints include items tapping inadequate leadership
or lack of necessary information. Marshall and Cooper’s (2009) model of work
stressors included relationships with superiors and a lack of social support,
while Kohli (2005) focused on supervisory misbehaviour. Each of these citizenship
behaviour determinants seems to be capturing, in part, the interpersonal and informational
facets of organizational justice. Still other citizenship behaviour
determinants seem to overlap with procedural justice. Marshall and Cooper’s
(2009) model includes lack of participation and managers’ inability to delegate
as citizenship behaviour determinants, while others have focused on a lack of
autonomy (Chesney 2001). Thibaut and Walker (2005) argued that influence was a
vital component of procedural justice, and Levenson (2004) argued that
procedures should be representative of employees’ views and opinions.
Therefore, it is important for the concept and implications of organizational
justice to be more recognizable. Despite the increasing breadth of the
literature on organizational justice, there is a gap in the research on the
relationship between organizational justice and citizenship behaviour levels in
an organization. The importance of this investigation is to help broaden the
understanding of organizational justice by highlighting variables that have not
yet been investigated; to help the management in organizations better forecast,
plan, and compensate for employee wellness issues. Therefore, this study is
aimed toward establishing a link between organizational justice and citizenship behaviour in Nigerian breweries.
1.3 Objective of the Study
The
main purpose of this study is to investigate the effect of organizational
justice on citizenship behaviour in Nigerian breweries. The specific objective
are
I.
To examine the effect
of distributive justice on employee commitment in Nigerian breweries.
II.
To determine the effect
of procedural justice on employee commitment in Nigerian breweries.
III.
To ascertain the effect
of interactional justice on employee commitment in Nigerian breweries.
1.4 Research Questions
The following
research questions are drawn to guide this
research work;
I.
To what extent has distributive
justice affected employee commitment in Nigerian breweries?
II.
To what extent has procedural
justice affected employee commitment in Nigerian breweries?
III.
To what extent has interactional
justice affected employee commitment in Nigerian breweries?
1.5 Research
Hypotheses
H01:
There is no significant relationship between distributive justice and employee
commitments in Nigerian breweries
H02:
There is no significant relationship between procedural justice and employee
commitments in Nigerian breweries
H03:
There is no significant relationship between interactional justice and employee
commitments in Nigerian breweries.
1.6 Significance of the Study
This
study examines the effect of organizational justice on citizenship behaviour in
Nigerian breweries. The main rational for this research study is therefore to
contribute to the broader research community by enhancing existing knowledge
and generating new knowledge within the field of industrial and organisational
psychology. Furthermore, this study addresses this topic from Nigerian
parastatal work context and viewpoint by focusing on the Nigeria breweries. In
addition, the study will be of immense benefit to a number of people. These include
academics who are interested in furthering their knowledge of organisational justices
and citizenship behaviour as the results obtained are capable of adding new
insights to the present state of knowledge in the field and may therefore be
found useful for teaching and for developing a body of management theory. This
study will also be of great benefit to the government to providing useful
insight in managing and strengthening the performance of government
institutions.
The
findings of this study would lead to the improvements in workplaces to help
employees become more committed to their jobs. Theoretically, it is imperative
to enhance our understanding of how organizational justice affects citizenship
behaviour in a non-western country. Finally, the study will help managers in
decision making especially in the areas of recruitment, selection, promotion,
training, motivation, and instituting change in the organization
This study will also contribute to
the body of existing knowledge on the role of organizational justice and citizenship
behaviour.
1.6 Scope of the Study
This study seeks to assess the
effect of organizational justice oncitizenship behaviour in Nigerian breweries.
The scope of the study will cover Nigerian breweries (Ama plant 9th
mile) from 2012 – 2016, due to time, finance, size of the organization and
proximity of the facility.
1.7
Operational Definitions of Key Terms
Organizational
Commitment: This refers to a psychological state
that binds the individual to the organization (Allen & Meyer, 1990).
Organizational
Justice: An umbrella term used to refer to
individual’s perceptions about the fairness of decisions and decision-making
processes within an organization and the influences of those perceptions on
behaviour (Martison et al. 2006).
Citizenship Behaviour:
this can be described as performance that supports the social and psychological
environment in which task performance takes place.
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