Effect of organizational justice on employee performance at Akenten Appiah-Menka University of skills training and entrepreneurial development

Abstract

This study examined the impact of organizational justice on employee performance at the Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development (AAMUSTED). The study employed a quantitative design to examine the impact of organizational justice on employee performance at the Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development. The questionnaire was administered to 200 participants out of the total population of 699 using a random sampling technique. The data were analyzed using descriptive statistics to identify patterns in employee perceptions, followed by inferential statistics to determine the strength and significance of these correlations. The study found that while employees generally viewed work schedules as fair, perceptions of workload, pay, rewards, and job responsibilities were mixed. Correlation analysis revealed significant relationships between different aspects of distributive justice. For procedural justice, perceptions varied, with areas such as consistency in decision-making and employee empowerment needing improvement. In terms of interactional justice, employees generally reported experiencing kindness, consideration, respect, and dignity from their managers. However, sensitivity to personal needs received mixed responses. Strong and positive correlations were found among the different dimensions of justice. Procedural justice dimensions were positively correlated with employee performance, while the impact of interactional justice dimensions on performance varied. The study highlights the importance of justice in the workplace and the need for fair and transparent environments to improve employee outcomes. Training and guidance to managers on effectively addressing employee concerns and demonstrating sensitivity to personal needs are essential.