ORGANISATIONAL COMMITMENT AMONG CASUAL EMPLOYEES

ROLES OF INTERACTIONAL JUSTICE AND DISTRIBUTIVE JUSTICE

Abstract

This study examined the roles of interactional justice and distributive justice on the organisational commitment among casual employees in Imo State. Two hundred and
twenty-one causal employees selected through purposive sampling from seventeen small and medium enterprises in Imo State took part in the study. Participants consisted of 101 males and 120 females with ages between 21 to 51 (M = 36.95; SD = 6.95). Participants completed two dimensions of the Perceived Organisational Justice Questionnaire (POJQ) by Niehoff and Moorman (1993) and the Organisational Commitment Scale (OCS) by Meyer and Allen (1996). Cross-sectional survey design was used for data collection while the two-step hierarchical multiple regression was employed for data analyses. Result showed that interactional justice and distributive justice are significant positive predictors of overall organisational commitment among casual employees in Imo State. The researcher recommends that organisations should adopt and train supervisors and managers and adopt an organisational culture that centres on promoting interactional justice and distributive justice as adapting such culture would assist in building a sense of belonging among employees and in turn improves organisational commitment.