IMPACT OF ORGANISATIONAL JUSTICE ON EMPLOYEES’ BURNOUT AND WORKPLACE CYNICISM IN DHL INTERNATIONAL LTD IN SOUTH-WEST, NIGERIA
Abstract
The current research determined the pattern(s) of organizational justice (distributive, procedural and interactional) being practiced in DHL International LTD in South-West, Nigeria. This study determined the combined contribution of organizational justice (distributive, procedural and interactional) to employees’ burnout (emotional exhaustion, depersonalization and personal accomplishment); and ascertained the relative contribution of organizational justice (distributive, procedural and interactional) to workplace cynicism (cognitive, affective and behavioural); This study also examined the relationship between organizational justice (distributive, procedural and interactional) and employees’ burnout (emotional exhaustion, depersonalization and personal accomplishment);and determined the gender differences in the perception of employees’ burnout (emotional exhaustion, depersonalization and personal accomplishment) based on organizational justice (distributive, procedural and interactional).
The study relied on primary data gathered using standard questionnaire that were self-administered to 212; The stratified sampling method was used to select respondents to reflect the strata of DHL Office in different states namely Lagos, Ekiti, Ogun, Ondo, Osun and Oyo and gender (male and female). Both primary and secondary methods of data collection were used to gather information on the research; Descriptive statistics were used to analyze the data gathered in the study. The demographic information of the respondents was analyzed using descriptive statistics. While the hypothesis were tested using inferential statistics such as regression analysis, Pearson Product Moment Correlation, T-Test, and Chi-Square Analysis at the 0.05 level of significance.
The results revealed that there was a significant combined contribution of organizational justice (distributive, procedural and interactional) to employees’ burnout (emotional exhaustion, depersonalization and personal accomplishment) at (R) value of .895; this indicates strong positive interaction; Furthermore, it also concluded that, there is significant combined contribution of organizational justice (distributive, procedural and interactional) to workplace cynicism (cognitive, affective and behavioural) at (R) value of .635;The study summarizes that organizational justice negatively impact organizational cynicism, where organizational cynicism may reduce if organizational justice is high. The research therefore confirms that organizational justice is one of the most important factors that may overcome organizational cynicism. The empirical results indicated that employees perceive procedural-interactional justice as good practice and is more effective when all their concerns are heard before final decisions are made and employees are allowed to challenge or appeal job decisions made by their supervisors. The study provided useful and practical guidelines to organisations as to ensure effective strategising and management of organisational justice that could enhance their local and global competitiveness and long-term survival.
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