- Title
- Organisational justice as a predictor of organisational citizenship behaviour among academic employees at the University of Fort Hare in South Africa
- Creator
- Matsungo, Forget
- Subject
- Organizational change Universities and colleges -- South Africa -- Eastern Cape
- Date Issued
- 2020
- Date
- 2020
- Type
- Thesis
- Type
- Masters
- Type
- MCom (Industrial Psychology)
- Identifier
- http://hdl.handle.net/10353/12458
- Identifier
- vital:39265
- Description
- This research was designed to examine the relationship between Organisational Justice (OJ) constructs and Organizational Citizenship Behaviour (OCB). This study was based on social exchange theory, the norm of reciprocity. The sample for the study consisted of 184 academic members of staff from the University of Fort Hare in the Eastern Cape Province, South Africa. Moorman and Niehoff (1993). Organizational Justice Scale was used to measure justice and Podsakoff, MacKenzie, Moorman, and Fetter’s (1990) OCB Scale was used to measure extra role behaviours. Data analysis was done by means of the Spearman Rank Order Correlation Coefficient and Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 25. The findings revealed a positive and significant relationship between OJ and OCB. More specifically, OJ was revealed be significantly positively associated with the measures of OCB (courtesy, altruism, civic virtue, conscientiousness, and sportsmanship) at the University of Fort Hare. Therefore, to improve work performance it is imperative that the university should continuously ensure and promote: fairness in their decisions relating (distributive justice); fairness of the methods, mechanisms, processes, and procedures used to determine the decisions or outcomes (procedural justice); as well as fairness in the quality of the interpersonal treatment employees receive within the work environment (interactional justice). This is particularly so, because when employees perceives that there is emphasis on justice or fairness (procedural justice, distributive justice, and interactional justice) within the organisation, they may reciprocate this gesture by displaying desirable discretionary work related behaviours. Theoretical and managerial implications and suggestions for future research are discussed
- Format
- 115leaves
- Format
- Publisher
- University of Fort Hare
- Publisher
- Faculty of Management and Commerce
- Language
- English
- Rights
- University of Fort Hare
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UFH Department of Industrial Psychology
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | MATSUNGO F 201712539 MCOM.pdf | 2 MB | Adobe Acrobat PDF | View Details Download |