Organisational Justice as a Determinant of Organisational Citizenship Behaviour in the Nigerain Work Environment: A Study of Selected Universities in the Niger Delta Region

B. M. Nwibere
2014 International Journal of Business and Management  
This study examined the empirical relationship between organizational justice (OJ) and organisational citizenship behaviour (OCB). The sample for the study consisted of two hundred and forty (245) academic members of staff (both teaching and non teaching) from the nine randomly selected universities in the Niger Delta Region of Nigeria. The study adopted the quasi-experimental research design and data were collected from both primary and secondary sources. Data analysis was done by means of the
more » ... one by means of the Spearman Rank Order Correlation Coefficient and Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 18. The finding revealed a positive and significant relationship between organizational justice and OCB. More specifically, organizational justice was revealed to have a positive and significant influence on the measures of OCB (courtesy, altruism, civic virtue, conscientiousness, and sportsmanship) in the selected Nigerian universities. In view of the results, it behooves the management of Nigerian universities to continuously ensure and promote: fairness in their decisions relating to the distribution of rewards and other organizational favours (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 such desirable discretionary work related behaviours that may translate into: (1) taking unusual steps at helping their colleagues with work related task or problem (altruism); (2) going well beyond their usual call of duty in the areas of daily attendance at work, adhering to policies, norms, rules and regulations, etc. (conscientiousness); (3) employees responsibly participating and involving in, or concern about the welfare or success of the organisation (Civic Virtue); (4) the willingness of the employee to tolerate less than ideal situations without complaining (Sportsmanship); and (5) avoiding the occurrence of unnecessary work-related frictions with colleagues (Courtesy). Other practical implications for promotion of organisational justice and enhancing OCB in the workplace are extensively discussed.
doi:10.5539/ijbm.v9n4p191 fatcat:wggqyxh2bnguflmqtzzmug4uhm