Perceived Organizational Justice and Leadership styles as Predictors of Employee Engagement in the Organization

Abstract

<p>The paper investigated perceived organizational justice and leadership styles as predictors of employee engagement in the organization. The population comprised secondary school teachers from five secondary schools that were selected and a sample size of 130 respondents were drawn. Simple random sampling was used to select the respondents. The paper employed both primary and secondary data sources. The primary data was collected using self-administered questionnaire. The structured questionnaire was culled from three different instruments namely, Multi-factor Leadership Questionnaire, Organizational justice Scale and Utrecht work engagement scale. The data analysis methods used include descriptive statistics, ANOVA tests and regression analysis tests. The findings revealed that perceived organizational justice significantly predicts employee engagement and also perceived leadership styles predict employee engagement among secondary school teachers in Awka South local government area of Anambra state, Nigeria. The paper recommended that employers should ensure that; they reach out to every employee, thereby improving interpersonal relationship and fairness to note and attend to their organizational needs. This will make them feel at home with the organization, and at the same time the employee’s morale will be high enough to improve their engagement to the organization.</p>

The Effects of Organizational Justice on Employee Counter Work Behavior Mediated by Employee Engagement; A Case of Manufacturing Sector Employees

“…The results are similar to other studies which also reported positive and mostly significant influence of organizational justice dimensions on employee engagement (e.g. Al-Shbiel et al, 2018;Kang & Sung, 2019;Nwokolo et al, 2017;O'Connor & Crowley-Henry, 2019). The result that employee engagement is exerting insignificant influence on employee CWB is contrary to literature as mostly it is reported that higher employee engagement bring reduction in employee CWB (e.g.…”

“…Other studies also reported similar results (e.g. Al-Shbiel, Ahmad, Al-Shbail, Al-Mawali, & Al-Shbail, 2018; Nwokolo, Ifeanacho, & Anazodo, 2017;Sharma & Yadav, 2018). Based on the findings of previous studies, we propose the following hypotheses.…”

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

“…Numerous studies have been conducted, relating to job satisfaction, organizational justice, and leadership style (e.g., [6,7,[12][13][14][15][16][17]), but the research that modeled these three variables have been rare in the empirical literature. In addition, in the context of organizational sustainability, the exploration of the relationship among these variables is inevitable.…”

Transformational leadership influences on organisational justice and employee commitment in a customer service organisation

“…As conceptualised earlier, OJ refers to the perception of fairness (Tebele, 2012) by the employee concerning the process and procedures and rewards system in the organisation (Akram, Lei, Haider, & Hussain, 2019). Furthermore, OJ theory suggests that the decisionmaking processes and the outcomes of these decisions determine feelings of fairness at work (Nwokolo, Ifeanacho, & Anazodo, 2017). This in turn may influence their attitudes and behaviour (Hassan & Rokhman, 2012).…”