The effect of organizational justice delivery on organizational commitment : Controlling for key confounding variables

Purpose This study aims to examine the effect of organizational justice (OJ) delivery on organizational commitment (OC) while controlling variables that potentially confound this effect. These confound variable includes gender, education and tenure. Design/methodology/approach A causal quantitative field research and a cross-sectional research approach are used. A structured questionnaire is used to collect data from 463 randomly sampled employees of 13 commercial banks in Koforidua, Ghana. Structural equation modelling is used to analyze the data. Findings The study establishes that a statistically significant effect is made by OJ delivery on OC ( p < 0.0001), even after controlling for the effects of gender, education and tenure. The model used also fits the data collected considerably (i.e. χ 2 = 0.258; p -value = 0.611). Thus, the relationship between OJ and OC is not confounded by how long the employee has served on the job or by the highest educational level of employees. However, this relationship was significantly confounded by gender on the basis of sharing significant covariance with them. Originality/value Even though studies exist generally on OJ and OC, the focus on Ghana and banks in particular have been skeletal and have ended in testing just the relationship without highlighting the role of confounding variables as done in this study. Apart from adding to extant literature, findings will also inform decision-making on strategies and policies to improve OJ and ultimately the employee commitment that comes with.