ASSESSING EMPLOYEE COMMITMENT AS A FUNCTION OF ORGANISATIONAL JUSTICE IN NIGERIA’S CORPORATE AFFAIRS COMMISSION

The goal of any organisation is to make considerable progress regardless of the situations with which the business has to contend. Organisational goals can be achieved with the right commitment of employees to assigned responsibilities. Employee commitment, however depends on how employees view the relationship they share with the organisation. In this paper, attempt was made to understand how organisational justice impact the commitment and contributions of employees towards the achievement of organisational goals within Nigeria‟s Corporate Affairs Commission (CAC), an organisation that administers business registration and incorporation in Nigeria. The study adopted quantitative method and used some theories among which are Equity and Expectancy theories. Using simple linear regression, each dimension of organisational justice (distributive, procedural and interactional) was linearly regressed on individual types of employees‟ commitment (affective, normative and continuance). Using age, sex and years of experience as control variables, it was found that organisational justice in its distributive form significantly impacts the level of commitment an employee exhibits as a result of being emotionally attached to an organisation. In the same way, it was observed that employees of Corporate Affairs Commission (CAC) exhibited normative commitment, since they perceived fairness of processes within the organisation. On the other hand, a smooth relationship between CAC managers and associates (interactional justice) does not necessarily translate to continuance commitment. The study concluded that if organisations including CAC deliberately implement all dimensions of organisational justice they will achieve and retain employees‟ commitment, which is vital for organisational survival and sustainable growth. It was recommended that organisations should strive to get at least 85% of their employees into the affective commitment loop and retain them there through the deliberate implementation of all dimensions of organisational justice. Also, organisations are encouraged to ensure that the pre-selection process evaluates and considers prospective employees‟ vision and other socio-cultural factors to ensure that they align with the organisations‟ overall vision and strategy as they influence employees‟ commitment