IIARD International Institute of Academic Research and Development

IIARD International Journal of Economics and Business Management (IJEBM )

E-ISSN 2489-0065
P-ISSN 2695-186X
VOL. 11 NO. 1 2025
DOI: 10.56201/ijebm.vol.11.no1.2025.pg76.92

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The effect of Organisational Justice on Workers Commitment the Case of the University of Bamenda Support Staff

Placide Noumssi, Nguala Djouongha epse Ngam

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Abstract

Contemporary human resource management has a lot to do with how organisations apply the existing roles and principles to get its work force committed to their assigned duties and organisational goals. Workers commitment of any form in any organisation has a direct relation with this application and upholding of key roles and principles known as organisational justice. Organisational justice (OJ) is therefore globally upheld as a crucial determinant of the commitment of employees towards their organisation. There has been a globally misleading tendency of blaming workers for not being committed in their various places of work without a corresponding attention on whether this lack of commitment has its roots in the absence of organisation justice roles and principles by the employer This is the puzzle that this paper seeks to handle using the University of Bamenda as its measuring yard stick. Our focus is to examine why and with what effect the four dimensions (distributive, procedural and interactional justice) of OJ have been applied or not applied to full effect in the University of Bamenda and how this has affected workers’ commitment and performance. The study makes use of descriptive research design and quantitative methods of data collection and analysis to make its voice. A sample size of 228 was obtained from the population of support staff of the University of Bamenda. 228 questionnaires were sent out and 219 returned making a percentage of 96.05%. Data collected were analyzed using the SPSS Software and Ordinary Least Square (OLS) was used to test the hypotheses in other to establish the effect of organisational justice on the commitment of the support staff of the University of Bamenda. Results shown that changes in distributive justice, procedural justice and interactional justice are responsible for 51.4% changes in the commitment of the support staff of the University of Bamenda with r2= 0.514. Furthermore, the f

keywords:

Organisational Justice, Employee Commitment, Support Staff, University of Bamenda

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