Organisational justice and employee commitment in Nigeria banking sector

Despite the potential benefits of incorporating organisational justice and employee commitment into daily operations, many organisations lack a long-term strategy for doing so, making it a pressing issue. Therefore, the purpose of this study was to analyse and examine organisational justice and employee commitment within the banking industry in Nigeria. The research collected primary data through the completion of 147 questionnaires out of a total of 192. The collected data underwent data testing and analysis through the application of descriptive statistics, multiple regression, and correlation coefficients with the assistance of the statistical package for the social sciences. The findings of the study indicate that there is a significant relationship between organisational justice constructs and employee commitment. Results show that there is a strong and significant relationship between distributive justice and affective commitment in the Nigerian banking industry (R = 0.807, F* = 2,712.536, p < 0.05), and the regression result suggests that the independent variables (distributional justice) have a significant relationship with affective commitment. The findings highlight that organisations prioritise the implementation of fair and just procedures, encompassing both distributive and procedural justice. Results show that there is a significant positive relationship between procedural justice and continuance commitment (R = 0.874, F* = 2,122.507, p < 0.05), and it was determined that there is a linear correlation between the model’s dependent and independent variables. These findings emphasise the importance of fair and just procedures within organisations to elicit favourable responses from employees, such as commitment, positive behaviour, and increased productivity. The conclusions were drawn from the findings, and thus it is recommended that employers should recognise the significant benefits that organisational justice can bring in terms of employee trust, commitment, and overall organisational success. Practitioners can use the study’s findings and suggestions to guide the development of socialisation, involvement, training, and development systems in their own organisations