International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438 Volume 4 Issue 8, August 2015 www.ijsr.net Licensed Under Creative Commons Attribution CC BY Influence of Distributive Justice Perceptions on Commitment of employees in Health Sector Non- Governmental Organizations in Kenya Patrick M. Gichira 1 , Susan, M Were 2 (PhD), George O. Orwa 3 (PhD) 1 Ph.D student, Jomo Kenyatta University of Agriculture and Technology, P.O Box 62000 -00200, Nairobi 2 Senior lecturer, School of human resource development, Jomo Kenyatta University of Agriculture and Technology P.O. Box 62000 -00200, Nairobi 3 Head, Statistics and Actuarial Sciences Department, Jomo Kenyatta University of Agriculture and Technology, P.O. Box 62000-00200, Nairobi Abstract: The purpose of this study was to investigate the influence of distributive justice perceptions on organizational commitment of employees working with Health Non-Governmental Organizations in Kenya. The study adopted descriptive and correlational research designs with a statistical sample of 195 employees responsible for key result areas in 17 health sector non-governmental organizations. Data was collected using a structured questionnaire. Distributive justice perceptions were measured using Colquitt’s model while organizational commitment was measured through Meyer’s three component model comprising of affective, continuance and normative commitment. Survey data was analyzed using descriptive and inferential statistics with the aid of IBM Statistical package for social sciences (SPSS) version 20 for descriptive statistics and factor analysis and Stata version 12.0 for hypotheses testing using ordered logistic regression technique. Qualitative data was analyzed through the use of questionnaires. Results of the study show a low positive significant relationship between distributive justice perceptions and affective commitment (Pseudo R 2 = 0.0388) and normative commitment (Pseudo R 2 = 0.0593). The study recommends that Health NGOs promote just work practices in order to benefit more from a committed workforce. Keywords: Organizational justice, Distributive Justice, Organizational Commitment, Affective Commitment, Continuance Commitment, Normative Commitment. 1. Introduction Organizational justice is concerned with the ways in which employees determine whether they have been treated fairly in their jobs and the ways in which those determinations influence work-related outcomes (Moorman, 1991). Justice perceptions can influence employee attitudes and behaviour for good or ill, in turn having a positive or negative impact on individual, group and the entire organization‟s performance and success (Baldwin, 2006). Empirical evidence supports the notion that an employee's perception of organizational justice affects their attitude toward the organization (Konovsky, et al, 2000). If the perception of organizational justice is positive, individuals tend to be more satisfied and committed to their job (McFarlin & Sweeney, 1992). Distributive justice implies that, while evaluating the fairness of the organizational decisions, employees are not only interested in what these decisions are but also with the processes which determine these decisions (Folger & Cropanzano, 1998). Distributive justice impacts on employees in organizations since they are the subject of work place decisions virtually every day of their organizational lives (Cohen et al., 2001). Some of these decisions deal with the salaries individuals earn, the projects or programmes they implement while others deal with work place interactions. The importance of those consequences causes individuals to judge the decision making they experience from a justice perspective (Colquitt, 2001). According to Baldwin (2006) the term organizational justice refers to the extent to which employees perceive workplace procedures, interactions, and outcomes to be fair in nature. He concluded that these perceptions can influence attitudes and behaviours of the employees. Cropanzano, Bowen and Gilliland (2007) defined it as a personal evaluation about the ethical and moral standing of managerial conduct. 1.1. Statement of the Problem Employees strive for fairness and justice in their work place (Colquitt, 2001). Their justice judgements have empirically been found to influence attitudes and behaviours in various work place settings (Cohen-Charash & Spector, 2001). Empirical evidence indicates that in organizational settings, justice is not always administered through clear and adequate explanations, justifications are not always or adequately given to employees for decisions made, and employees are not always treated with dignity and respect during the implementation of decision procedures (Colquitt, 2001). Perceived unjust treatment of employees leads to low commitment resulting in poor individual, team and organizational performance (Frontela, 2007). Adoption of effective human resource management (HRM) practices in many Non Governmental organizations (NGOs) is often low in the list of management priority (Batti, 2014). NGO organizations assign a very low priority for investing in nurturing human resource capacities and staff retention measures due to the short term nature of the projects, Paper ID: SUB157415 643