Perceived Organizational Justice and Employees’ Organizational Citizenship Behaviour in Ghana

Collins Agyemang Badu, Maxwell Asumeng


The study investigated how employees’ perception of organizational justice affect the extent to which they go beyond formally prescribed roles in their organizations (OCB) in the Ghanaian setting. Three dimensions of fairness perception of employees were studied. Using a cross-sectional survey design, 147 (81 males and 66 females) permanent employees from 13 insurance organizations within Accra-Tema Metropolis were conveniently sampled for the study. Statistical tools used for the analysis of the hypotheses were the Standard Multiple Regression and Hierarchical Multiple Regression. A significant positive relationship was observed between employees’ organizational justice perception and OCB. Analysis of results indicates that employees’ decision to engage in OCBs is influenced more by their perception of interactional justice than the distributive and procedural justice in the Ghanaian context. This study provides human resource practitioners with insight that employees’ are more likely to engage in OCBs when they are treated with dignity, respect and stateliness rather than ensuring procedural or distributive justice.

Keywords: Social Exchange Theory, Organizational Citizenship Behavior, Organizational Justice Procedural Justice, Distributive Justice, Interactional Justice, Ghana

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