Organizational antecedents and perceptions of fairness in policy implementation among employees in the banking sector of Ghana

Abstract

This study examined the impact of fairness perceptions in policy implementations on employees' job satisfaction, work motivation and organisational commitment in the banking sector of Ghana. A correlational research design was adopted for the study. A total of 100 participants were randomly selected to respond to a 45-item questionnaire. Data obtained from the study were analysed with Pearson correlation, independent t-test and One-way ANOVA at 0.05 alpha levels. Findings reveal that job satisfaction and commitment were significantly related to employees' perceptions of fairness in policy implementation. Again, a statistically significant positive correlation was established between organisational commitment and job satisfaction. Also, it was found that a significant difference exists between age and employees work motivation. Moreover, the finding shows that there was a significant difference in organisational commitment based on employees' job position. Based on the findings, it was recommended that management in the banking sector should implement transparent and justifiable policy programmes that will boost employee satisfaction, motivation and commitment to working with the organisation. Policy implementers (or decision makers) in the banking business should pay particular attention to employee job satisfaction since the absence of satisfaction degenerate into lassitude and lessened organisational commitment.

Equity Perception and Job Satisfaction of Civil Servants in the North-East of Nigeria: The Mediating Role of Self-efficacy

“…However, studies that indicates which dimension of equity perception has strong effect on job satisfaction remain unknown. For example, [2,9], in their studies found that procedural and interpersonal justice dimensions of equity perception have positively and significantly predicted job satisfaction of employees in Ghana and India, while distributive and informational justice did not predict job satisfaction. Also, the perceptions of distributive justice and procedural justice have significant positive relationships with job satisfaction [29].…”

“…For instance, it was found that procedural and interpersonal justices have a direct and positive effect on organisational outcomes such as job satisfaction, organisational commitment and loyalty [2,9,11]. Also, distributive justice was found to have a significant relationship with job satisfaction [9,14]; while in another study, distributive justice construct and informational justice were found to be non-significant with job satisfaction [2].…”

“…For instance, when an employee is satisfied with the job, he would show more commitment to the organisation's goal and certainly, the overall performance would increase. Similarly, it is reported that equity perception and/or organisational justice have significant impact on organisational outcomes such as job satisfaction, organisational commitment, loyalty, work motivation among others [2,6,8,9,10,11]. However, despite the number of studies on equity perception and job satisfaction, there are inconsistent and mixed results.…”