The Impact of Organizational Justice on Organizational Citizenship Behaviors (A Case of Gomal University Dera Ismail Khan)

Abstract

The Primary objective of this study is to analyze the relationship between organizational justice and organizational citizenship behavior. To understand this relationship, three theoretical frameworks were used as a foundation on which to use Cameron’s Model, Social Exchange Theory, and Adam’s Equity Theory. This study was conducted in Gomal University, Dera Ismail Khan, where 181 staff completed a questionnaire. A five Likert scale was used in the questionnaire to examine the impact of the organizational justice dimension, which includes Distributive Justice, Procedural Justice, and Interactional Justice, on Organizational Citizenship Behavior. Key findings of this study: organizational justice has a positive impact on organizational citizenship behavior. Organizational justice enhances employees’ performance, and employees in a fair environment are more motivated and confident. Correlation and regression analysis were used to conduct and which confirms the strong relationship between organizational justice and organizational citizenship behavior. It was revealed that this study is not only beneficial for the academic circle but also for organizational leaders. If an organization fosters an environment grounded in fairness and trust, it leads to improved employee performance and overall organizational success. This study could be suggested at an international level to test the transferability of the findings. This study could also be extended to service industries. In the future, this study could incorporate job stability, organizational justice, and organizational citizenship behaviors.