The role of organizational justice dimensions: Enhancing work engagement and employee performance

Marisi Pakpahan, Anis Eliyana, Hamidah, Agung Dharmawan Buchdadi, Titis Ratih Bayuwati

Research output: Contribution to journalArticlepeer-review

6 Citations (Scopus)

Abstract

This study focuses on the effect of Organizational Justice on Employee Performance and Work Engagement. Respondents were 50 (87.72%) employees of PT. Telekomunikasi Indonesia, Tbk Witel Sidoarjo Jatim. The data obtained were then analysed using SEM-PLS. Based on the analysis, the three organizational justices: Distributive Justice (X1), Procedural Justice (X2) and Interactional Justice (X3) have significant effects on Work Engagement (Z). However, only Distributive Justice (X1) and Interactional Justice (X3) have significant effects on Employee Performance (Y), while Procedural Justice (X2) has no significant effect on Employee Performance (Y). Moreover, Work Engagement (Z) has a significant effect towards Employee Performance (Y). The study suggests that implementing organizational justice may serve as an approach to boost employee engagement and performance. For the managerial team, this study may become consideration to implement policy that aims to increase organizational performance.

Original languageEnglish
Pages (from-to)323-332
Number of pages10
JournalSystematic Reviews in Pharmacy
Volume11
Issue number9
DOIs
Publication statusPublished - Oct 2020

Keywords

  • Employee Performance
  • Employment Policy
  • Justice System
  • Organizational Justice
  • Quality Job
  • Work Engagement

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