The effect of organizational justice on job performance: The mediating role of job engagement

Abstract

Organizational justice and work engagement are important factors affecting the performance of employees. Based on justice theory and social exchange theory, this study aims to test the relationship between organizational justice and the performance of employees through the mediating role of work engagement of accounting employees working in information technology enterprises in Ho Chi Minh City. The study adopted the Partial Least Square - Structural Equation Model to test the fit of the model and the research hypotheses with the analytical data collected from 387 employees. The result shows that three dimensions of organizational justice have positive impacts on job engagement, and job engagement positively impacts job performance; however, only interactional justice has a positive effect on performance. In addition, the study also discovered the mediating role of work engagement in the relationship between organizational justice and performance. Based on the findings, some implications are proposed to help leaders of enterprises improve human resource policies in order to improve fairness in the organization, and work engagement, thereby improving employee performance.