The Influence Of Organizational Justice On Job Satisfaction And Employee Engagement Among Consulting Services Workforce In Lagos State

Abstract

Purpose

The perception of justice in the work environment has become pronounced among sensitive employees globally today. This study investigates the importance of organisational justice on employee job satisfaction and, by extension, its significance on employee engagement in HR management consulting service organisations in Lagos State, Nigeria.

Design/methodology/Approach

This study uses a cross-sectional research design to survey employees of HR management consulting companies in Lagos, Nigeria, using a simple random sampling technique to administer the research instrument. A battery of scales of measurement from several authors was adapted to form a single research questionnaire on 385 participants. A partial least squares (PLS) structural equation model (SEM) was employed to further analyse the collected data from the employees of the chosen HR management consulting service organisations.

Findings

The results of this study demonstrated that organisational justice was pronounced and equitable in those organisations. The findings of the study underscored that procedural justice (how processes of decision-making are reached), and distributive justice (allocation of meaningful resources, reward systems, compensation structure, and recognition), as well as informational justice (provision of adequate data and information alongside clear pattern of communication), and interactional justice (sense of fair treatment among the employees, and interpersonal relationship between management and the employees) have positive significant impact on the job satisfaction of the entire workforce. The outcome of this study established that a satisfied employee will likely be engaged with the workplace in the face of any challenging experience.

Originality

The study contributes novel components to the organisational behaviour and human resource management literature, especially in the context of HR management consulting services. The originality lies in its comprehensive investigation of all four dimensions of organisational justice within a single integrated model, particularly targeting the consulting services employees, a knowledge-intensive industry that received low attention in justice research compared to conventional manufacturing or service industries.