THE EFFECT OF ORGANIZATIONAL JUSTICE ON EMPLOYEE PERFORMANCE OF HORMUUD TELECOMMUNICATION COMPANY IN MOGADISHU SOMALIA.

Abstract

The study looked into the relationship among overall organizational justice and employee efficiency at Mogadishu's Hormuud Telecommunication Company. Organizational justice was investigated using distributive justice, procedural justice, and interactional justice, while employee performance was evaluated using efficiency, effectiveness, and productivity. The study was carried out using quantitative approaches and Correlation as Research Designs. To collect data, stratified sampling was also used. Data was collected using a questionnaire as well as a review of available documents and records, with respondents primarily being top management, line managers/supervisors, and operational staff from a population of 100 Hormuud Telecommunication Company, with an 80-person random sample. The Statistical Package for Social Scientists was used to analyze the data. According to the findings, the study's researcher discovered a significant positive relationship between the two variables (Organizational Justice and Employee Performance). Finally, consider the following: The means and standard deviations of the responses studied employees' attitudes toward distributive justice exercised by their managers are shown in Table 4.7. Employees were dissatisfied with their workload and pay, but they liked their work schedule, rewards, and job duties. In this regard, it has been discovered that Hormuud did not place a high value on distributive justice as a variable because this indicator became the most predictable parameter when tried to compare to the other aspects of the study. The perceptions of respondents toward various procedural justice issues are summarized in Table 4.8. The vast majority of participants regarded their administrators favorably. According to these employees, supervisors were perceived as being unbiased in their job decisions, and they gathered accurate and complete information before making any decisions. Furthermore, these managers were constantly attempting to apply job decisions to all affected employees. Employees, on the other hand, appeared to have the right to question their managers' job decisions. According to the findings of the study, Hormuud has successfully implemented and emphasized its procedural justice, and it has produced the desired results, which were to improve employee performance. Table 4.9 displays the means and standard deviations of employees' attitudes toward their managers' behavior. Managers treat employees with dignity and respect, are sensitive to their personal needs, deal with them honestly, and discuss the implications of job-related decisions with them. According to the study's findings, Hormuud successfully implemented and less emphasized its Interactional justice, and it produced the expected results, which were to improve employee performance. In conclusion, the researcher suggests that Hormuud should prioritize employee satisfaction, as well as the fairness of each employee in boosting employee performance at work and recognize the task to be quite fair. Management should ensure that there is adequate organizational justice, that each employee understands his or her responsibilities, and that there is effective segregation of duties.