E-Book "Impact of Organization Justice To Reduce Conflict Between Employees"

Wasiq Rauf
ImpacI o! organizaIion
jusIice Io reduce con!IicI
beIween empIoyees
A PakisIahi ProspecIive
1his research sIudy is abouI Ihe employees who !eels IhaI Ihe role o!
PakisIah's orgahizaIioh are ih|usIice wiIh Ihem especially, ih payihg Ihem
salaries, cohIracI o! |obs,sa!eIy ahd healIh issues, rewards ahd behe!iIs,
ahd promoIiohs eIc.1hese !acIors are direcIly ihvolved ih employees sel!
esIeem, orgahizaIiohal a!!iliaIioh, |ob saIis!acIioh, moIivaIioh which helps
Ihem Io reduce coh!licI beIweeh Ihe employees workihg ih Ihe same
orgahizaIioh ih order Io achieve orgahizaIiohal goals ahd ob|ecIives
e!!iciehIly ahd e!!ecIively.
Wasiq Rauf
Wasiq Rau! is workihg wiIh Allied bahk o! PakisIah,
recehIly compleIed his M8A (1.5) !rom Hazra
UhiversiIy, Mahsehra ahd he wish Io seek growIh ih a
dyhamic orgahizaIioh, which cah o!!er opporIuhiIies
ahd exposure Io him so IhaI he cah ehhahce his
creaIiviIy, learh ahd cohIribuIe simulIaheously,
aIIaihihg pro!essiohal maIuriIy ahd growIh.
978-3-659-13311-4
Wasiq Rauf
Impact of organization justice to reduce confIict between empIoyees
Wasiq Rauf
Impact of organization justice to
reduce confIict between empIoyees
A Pakistani Prospective
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1

Abstract ....................................................................................................................................... 7
1 Introduction ............................................................................................................................. 8
1.1 Problem Statement ........................................................................................................... 9
1.2 Objective of the Study .................................................................................................... 10
1.3 Research Questions ........................................................................................................ 10
1.4 Significance of the Study ............................................................................................... 10
1.5 Scope of the study .......................................................................................................... 11
1.5.1 Organization Justice ................................................................................................ 11
1.5.2 Distributive Justice.................................................................................................. 11
1.5.3 Procedural Justice ................................................................................................... 11
1.5.4 Employee Conflict .................................................................................................. 11
1.5.5 Job Outcome ........................................................................................................... 12
1.6 Thesis Organization........................................................................................................ 12
1.7 Thesis Contribution ........................................................................................................ 12
2 Literature Review.................................................................................................................. 13
2.1 Theoretical Framework model ....................................................................................... 15
2.1.1 Hypotheses .............................................................................................................. 15
Hypothesis 1.......................................................................................................................... 16
Hypothesis 2.......................................................................................................................... 16
Hypothesis 3.......................................................................................................................... 16
Hypothesis 4.......................................................................................................................... 16
2.2 Summary ........................................................................................................................ 16
3 Methodology ......................................................................................................................... 17
3.1 Research Design ............................................................................................................. 17
2
3.2 Sample Size .................................................................................................................... 18
3.3 Type of Research ............................................................................................................ 18
3.4 Research Tools ............................................................................................................... 18
3.5 Respondents of the study................................................................................................ 19
3.6 Sources of data ............................................................................................................... 19
3.6.1 Type of data source ................................................................................................. 19
3.7 Supervision of the data ................................................................................................... 20
3.7.1 Data Establishing .................................................................................................... 20
3.7.2 Research study Operation ....................................................................................... 20
3.7.3 Technique ................................................................................................................ 21
3.8 Procedure ........................................................................................................................ 21
3.9 Software Employed: ....................................................................................................... 21
4 Data Analysis ........................................................................................................................ 22
4.1 Demography ................................................................................................................... 22
4.1.1 Gender ..................................................................................................................... 22
4.1.2 Age .......................................................................................................................... 23
4.1.3 Marital Status .......................................................................................................... 24
4.1.4 Organization ............................................................................................................ 25
4.1.5 Education ................................................................................................................ 26
4.1.6 Department .............................................................................................................. 27
4.1.7 Tenure ..................................................................................................................... 27
4.2 Correlations .................................................................................................................... 28
4.3 Regression ...................................................................................................................... 29
4.4 CHI squared Test ............................................................................................................ 31
4.4.1 Gender * Organization Justice ................................................................................ 32
3
4.4.2 Gender * Distributive Justice .................................................................................. 34
4.4.3 Gender * Procedural Justice.................................................................................... 36
4.4.4 Gender * Employee's Conflict ................................................................................ 38
4.4.5 Gender * Job Outcome............................................................................................ 40
4.4.6 Age * Organization Justice ..................................................................................... 41
4.4.8 Age * Procedural Justice ......................................................................................... 46
4.4.9 Age * Employee's Conflict ..................................................................................... 48
4.4.10 Age * Job Outcome ................................................................................................. 50
5 Conclusion and Recommendation ........................................................................................ 52
5.1 Conclusions and Recommendation ................................................................................ 52
6 Appendix ............................................................................................................................... 55
6.1 Appendix-A Cross Table ................................................................................................ 55
6.1.1 Gender * Organization Justice ................................................................................ 55
6.1.2 Gender * Distributive Justice .................................................................................. 57
6.1.3 Gender * Procedural Justice.................................................................................... 58
6.1.4 Gender * Employee's Conflict ................................................................................ 59
6.1.5 Gender * Job Outcome............................................................................................ 60
6.1.6 Age * Organization Justice ..................................................................................... 61
6.1.7 Age * Distributive Justice ....................................................................................... 64
6.1.8 Age * Procedural Justice ......................................................................................... 66
6.1.9 Age * Employee's Conflict ..................................................................................... 67
6.1.10 Age * Job Outcome ................................................................................................. 69
6.2 Appendix-B Questionnaire ............................................................................................. 71
6.3 Demography ................................................................................................................... 71
4.4.7 Age * Distributive Justice ....................................................................................... 4
4
6.4 Part 2: INSTRUCTIONS ............................................................................................... 71
6.4.1 Organization Justice: ............................................................................................... 72
6.4.2 Distributive Justice.................................................................................................. 72
6.4.3 Procedural Justice ................................................................................................... 72
6.4.4 Employee`s conIlicts ............................................................................................... 73
6.4.5 Job Outcome ........................................................................................................... 74

5
Figure 2-1 Theoretical Framework ............................................................................................... 15
Figure 3-1 Analysis Operation Steps ............................................................................................ 20
Figure 4-1 Gender ......................................................................................................................... 22
Figure 4-2 Age .............................................................................................................................. 23
Figure 4-3 Marital Status .............................................................................................................. 24
Figure 4-4 Organization ................................................................................................................ 25
Figure 4-5 Education..................................................................................................................... 26
Figure 4-6 Department .................................................................................................................. 27
Figure 4-7 Tenure ......................................................................................................................... 28
Figure 4-8 Gender * Organization Justice .................................................................................... 32
Figure 4-9 Gender * Distributive Justice ...................................................................................... 34
Figure 4-10 Gender * Procedural Justice ...................................................................................... 36
Figure 4-11 Gender * Employee's Conflict .................................................................................. 38
Figure 4-12 Gender * Job Outcome .............................................................................................. 40
Figure 4-13 Age * Organization Justice ....................................................................................... 42
Figure 4-14 Age * Distributive Justice ......................................................................................... 44
Figure 4-15 Age * Procedural Justice ........................................................................................... 46
Figure 4-16 Age * Employee's Conflict ....................................................................................... 48
Figure 4-17 Age * Job Outcome ................................................................................................... 50

6
Table 4-1 Gender .......................................................................................................................... 23
Table 4-2 Age ............................................................................................................................... 23
Table 4-3 Marital Status................................................................................................................ 24
Table 4-4 Organization ................................................................................................................. 25
Table 4-5 Education ...................................................................................................................... 26
Table 4-6 Department ................................................................................................................... 27
Table 4-7 Tenure ........................................................................................................................... 28
Table 4-8 Correlations .................................................................................................................. 29
Table 4-9 Variables Entered ......................................................................................................... 30
Table 4-10 Model Summary ......................................................................................................... 30
Table 4-11 ANOVA ...................................................................................................................... 30
Table 4-12 Coefficients................................................................................................................. 31
Table 4-13 Chi-Square Tests ........................................................................................................ 32

7

This research study is about the impact of organization justice to reduce conflict between
employees associated with job outcome. Organization justice plays a dynamic role and character
in the development and progress of emplovees attitude, behavior, motivation level,
compensation and benefits, safety and health, employee and labor relation. The type of this
research study is correlation. Simple random sampling technique is used in this research. The
data collected from different financial institutions of Pakistan. The job performance and outcome
of employee are based on the contribution and input. Consequently, an individual who has
devoted and invested a huge quantity of input such as time, money and energy would receive and
obtain from the employees. Organization allocate their resources in a form of rewards, and
benefit of employees based on the costs on equity.
Keywords
Organization justice, conflict, job outcome.

8
1 Introduction
In organization the word 'justice plays a signiIicant role Ior both, the employees and
organizations. Both are interlinked or associated with each other. 'Organization justice includes
many related issues like perception of fair pay or salary, medical insurance, compensation and
benefits, rewards, safety and health, equal right, equal opportunities for promotion. All of these
factors are directly involved in the employee motivation and also helps them to reduce conflict
between the employees working in the same organization, which Iorces the employees oI the
organization to work hard to achieve its organizational aims, goals and objectives, because it is
already known that 'qualiIied employees are the key element oI an organization. 'Employee
motivation is the dynamic force that leads a person to continue his struggle and achieve success
according to his abilities (Thomas, 2009). This research study is about the employees working
in the organization. The employees Ieel that the role oI Pakistan`s organization are injustice with
them especially, in paying them salaries, contract of jobs, safety and health issues, rewards and
benefits, and promotions etc.
Private organization looks the human investment crisis and low income due to employee`s
turnover. It is suggested that turnover can be reduced by finding different methods that values
social integration with in an organization and changing organization practices such as
recruitment, communication, and job design (Herzberg, F, 2003). The employee`s turnover rate
does not always have negative consequences to the organization; there are some positive aspects
of turnover for both the organizations and the employees.
Many researchers have observed the topic of job outcome deeply. The scopes of job satisfaction,
organization commitment and organization performance are totally based on the relationship of
job outcome of the employees, the related work of the employees which can be called as the
commitment of the organization by the employee are wisely examined and analyzed by the
researchers. Job satisfaction and job outcome is associated with different issues and factors of the
life such as age, gender, family background, financial incomes, education, and experience of the
individual (Dienhart & Gregoire, 1993). Organization justice plays a very vital role in the
employees to reduce the conflict which directly and indirectly link with the job outcome.
Motivation of employees and organization commitment having very strong relationship which
9
can be considered and focused only with the work environment in which an individual or
employee have an ability to perform.
Since many years, organizations or companies are paying lot of emphasis and importance on the
employee`s right, welIares and satisIaction to improve the productivity, perIormance and
position of the organization in the business world and changing competitive environment. Many
factors are concerned with the job outcome such as internal and external motivation of
employees, which means motivating an employee by encouraging and awarding rewards in a
form of bonuses, incentives and promotions (George & Jones, 2003). The second main issue and
factor is the expressive and emotional feeling of an individual or employee. Emotional and
expression feeling of an employee or individual can be better by providing a friendly workplace
and environment to the employee by not overburdening with the work.
Thirdly, job security is one of the important factors as it is known that nowadays, the job security
is decreasing day by day and downsizing rate in the organization is increasing. Therefore, the
employees are not that much secure about their job. Thus, an organization should ensure the job
security of the employee, as it will also enhance their performance and outcomes. Fourthly,
provident fund is also one of the factors of job satisfaction. In simple words, provident fund is
also known as the 'saving oI the employee in a job (Dienhart & Gregoire, 1993).
Conflict is very vital for health accomplishment and development of a business. Distribution of
sources, techniques, suggestions, and the show of information are the cases of procedure conflict
(Jehn, 1995) (Folger, 1977). Conflict is natural to the way of life and features of categories.
Generally it`s a blood oI a business. According to (Deutsch, 1973) procedure conflict indicates
the conflict, distinction of viewpoint and unique conversation of group while managing in
organizations.
1.1 Problem Statement
In this research study, we have mainly focused on organization justice to reduce conflict between
employees, the major issues occurring in many organizations are the lack of training and
development system of employees, salaries issues, culture, and different background of the
employees and personality clashes, which create conflicts in the organization and effect directly
as well as indirectly on employees job outcome.
10
1.2 Ub|ective of tbe Study
Some of the important objectives of the study are as follow:
[1] To identiIy the organization`s justice to reduce conIlicts between employees,
[2] To analyze the organization justice to increase the employees job outcome.
[3] To provide implication for business practitioners to reduce conflicts between employees
in the organization`s.
1.3 Researcb Questions
a) 'To what degree the conflict of employee is appropriate to job out comes?
b) 'To what extent does the perception of organization justice helps to reduce the conflict
between employees associated with job outcome?
1.4 Significance of tbe Study
'Conflict between the employees and perception of the organization justice are comparatively
new idea and concept in the activity of this research study. Majority of these studies and
researches have already been conducted in the educated and civilized world. Minute evidence
and proof is available from developing country like Pakistan, to find out such linking of knowing
organization rights and policies to work in any country. The word conflict between the
employees is associated with the job outcome. The association oI the employee`s conflict and
perception of organization justice with job outcomes is new in Pakistani organization as in
charge to other developed countries.
This research study fills up a gap between the conflicts of the employees associated with job
outcome. This research study concerned about the impact of organization justice to reduce
conflict between employees associated with job outcome views of strategic important decision-
making performance and how it affects the outcome of the employees which are working in the
same organization.
11
1.5 Scope of tbe study
In this section, the data source used is both the primary1 and secondary2 to survey the outcomes.
The data conducted in this research will be from different cities3 of Pakistan. The respondent of
the study or population should be drawn from the employees working in the organization of
Pakistan. The reality of the outcomes influenced by the preferences produced due to lack of trust
in privacy. This research study cleverly well-known and traditional 'The research sample size is
small due to the time and fund constraints. Questionnaires are designed according to the
research topic 'impact of organization justice to reduce conflict between employees associated
with job outcome.
The result accuracy influenced by preferences caused due to deficiency of trust in confidentiality.
Respondents feel hesitated to give the true information.
1.5.1 Urganization )ustice
'Organization justice is deIined as the idea that an action or decision is right, or it`s according to
the ethics, religion, fairness, equity, or law. Employees of the organization are certainly focused
to the justice of events and situations in their everyday lives and their level of productivity are
based on it.
1.5.2 Distributive )ustice
'Distributive justice concerned about the nature oI a socially just allocation oI goods in a
society
1.5.3 Procedural )ustice
'Procedural justice is the knowledge and idea of fairness in the processes that resolves disputes
and allocates resources
1.5.4 Employee Conflict
'Employee conIlict is deIined as 'a person who is hired to provide services to a company on a
regular basis in exchange for compensation and who does not provide these services as part of an
1
Questionnaires, direct observation
2
Journals, Articles, Newspaper, internet
3
Mansehra and Abbottabad
12
independent business selection of individuals in a part of the same group clash with one
another.
1.5.5 )ob Uutcome
'Job outcome can be deIined as the part oI human resources management. Job outcome mostly
refers to whether a person performs their job well.
1. Tbesis Urganization
The organize part of the thesis is as following:
In the next chapters, we have described the 'related review oI literature oI the research study,
similar and previous research study, theoretical framework model and develop the hypotheses
and summary of this chapter. Chapter III discusses the methodology and design of the research
study, respondents of the research study, research tools and techniques, sources of the data and
the methods used to treat the data for the approval and description of the proposed research
designed. Chapter IV presents the results of the data analysis, and its interpretations. Numbers of
analysis operations are achieved and performed including regression, correlation and Chi-
squared test. In the end of this chapter, detail discussions of the results are presented following
the conclusions topic impact of organization justice to reduce conflict between employees
associated with job outcome.
1.7 Tbesis Contribution
In this section oI thesis contribution, 'we have brieIly examined, identiIied and analyzed the
impact of organization justice to reduce conflict between employees associated with job
outcome. We have also accepted and explored the impact of organization justice to reduce
conflict between employees associated with job outcome. Lastly, this research study will be
suggested the direction for impact of organization justice to reduce conflict between employees
associated with job outcome. We have also tested the planned solution by applying different
types oI test by using data analysis tools and techniques.

13
2 Literature Review
In this part, we have explained the similar and previous research studies, developed theoretical
framework model and suggested hypothesis covering some of the selected main important
components about the history and indication of the impact of organization justice to reduce
conflict between employees associated with job outcome, and we have ended up with the
summary of this chapter which is based and created on the relevant literature about the
organization justice to reduce conflict between employees that are related and associated with the
job outcome.
Organizational justice plays a dynamic role and character in the development and progress of
employee`s attitude, behavior, motivation level, compensation and beneIits, saIety and health,
employee and labor relation. If all these issues and factors are played in an organization, then the
role and part of the justice in an organization definitely serves the employees longtime
relationship with the organization. Employees work hard to achieve and accomplish the
organization`s goals and objectives (Carroll, 2005).
Many researches are conducted and showed that the organization justice directly and indirectly
impacts the employee motivation and their job outcomes. Many researchers and research studies
think that the word motivation is associated with employees. Employee behavior and attitude is
always dependent upon the job performance of the individual. In simple words, we can say that
organization justice covered some of the important variable that is distributive, interactional,
informational and procedural justices which briefly discusses in this research study.
Organization justice is an important technique which predicts and forecasts the success and
victory of the organizations. There are so many types of organization working in Pakistan. They
are profitable, non-profitable, financial institutions and many other organizations. Employees
play a signiIicant and dynamic role in the success oI the organization`s environment (Spector &
Cohen, 2001).
Corporate social responsibility is deIined 'as the way to behave in such a way that benefits the
organization and the society. It has been suggested that an employee`s observations oI their
organization`s level oI corporate social responsibility aIIects the entity`s own attitudes and
14
perceptions oI justice (Carroll, 2005). In the distributive justice, we have covered the main four
factors that are equity, equality, power and the need of the employees.
The job performance and outcome of the employee is based on the contribution and input.
Consequently, an individual or employee who has devoted and invested a huge quantity of input
such as time, money and energy would receive and obtain contributed by the employees.
Organizations allocate their resources in the form of rewards, and benefits of employees, which
are based on the costs of equity (James Konow, 2003). Equality of the employees irrespective of
employee contribution and inputs, all the group members of employees would be an equal part of
the costs. Power is one of the important and significant elements given authority to the
employees to perform specific tasks and achieve the organization goals. Need is also the part of
the distributive justice which refers to the employees to fulfill his or her requirements.
Procedural justice is defined as the perceptions of the employee`s fairness and justice regarding
the results and outcomes. It also reIlects the degree oI the employee`s and individuals perceived
the results and outcomes allocation of decisions making must be crystal clear and fair. The fair
action and procedure helps the effective communication that the employees are respected and
valued members of the organization (Soon Lay Khuan, 2007). Procedural justice examined and
observed the formal actions and procedures to make effective decisions. Procedural justice and
organization justice is vital role in communication and workplace or environment that involves
the fair procedures of the employees; this gives employees crystal clear and fair treatment.
Procedural justice interacts with the employee`s achievement motivation. The word 'motivation
is not new for us. In simple words, 'motivation is deIined as one oI the most important basic
element of human behavior that can be changed with the passage of time and situation. The
attempt of motivation explains the efforts of generated and channeled (Moen & Doyle, 2004)
motivation.
Employee`s conflict normally occurs in between the employees working in the same
organization is known as the role conflict. In many researches, it seems that the attitude and
behavior of employees are different from one and another, so this is the main reason that
conflicts occurs. Conflict disturbs the work as well as the operations of the organization. So most
of the organizations are working on it to reduce it and it cannot be occurred in between the
15
employees (Tang & Chang, 2010). In simple words, we can say that the role conflict of
employees can be somewhat a short time period and it is connected with the situational work and
experiences. Many researchers thinks that conflict can also come in the employees or individual
personality and character which disturbs the other employees working of the organization.
Conflict is the greatest risk for the employees and organizations. In any business or in
organization, conflict is necessary part of it. Conflict may occur within a group, department, and
department of a business is called an intra-group conflict. (Jehn, 1995) Has acquired distinction
on the execute (Guetzkow & Gyr, 1954), which first identifies two dimensions of intra-group
conflict. Role conflict on work environment is a measurement of the intra-group. It indicates
conflict within affiliates of a group relevant in a distinction of viewpoint, concepts or content of
choice. Conflict is very essential for health accomplishment and development of the
organization.
2.1 Tbeoretical Framework model
In this section, we have presented the theoretical framework model planned and proposed some
oI the recommended hypotheses related to the literature review 'impact of organization justice to
reduce conflict between employees associated with job outcome.
Figure 2-1 Theoretical Framework
2.1.1 Hypotbeses
Some of the important hypotheses are given below;
16
Hypotbesis 1
Organization justice is positively associated with job outcome.
According to the theoretical framework model, organization justice is independent variable that
is positively associated with job outcome which is dependent variable.
Hypotbesis 2
Distributive justice is positively associated with job outcome.
According to the theoretical framework model, distributive justice is independent variable that is
positively associated with job outcome which is dependent variable.
Hypotbesis 3
Procedural justice is positively associated with job outcome.
According to the theoretical framework model, procedural justice is independent variable that is
positively associated with job outcome which is dependent variable.
Hypotbesis 4
Employee`s conIlict is positively associated with job outcome.
According to the theoretical framework model, employee`s conIlict is independent variable that
is positively associated with job outcome which is dependent variable.
2.2 Summary
In this section, we summarized the literature review about the impact of organization justice to
reduce conflict between employees associated with job outcome. In this literature review, we
have discussed in the details of the organization justice, distributive justice, procedural justice
and employee`s conIlict associated with the job outcome. The major purpose oI the organization
is to earn profit. This is the main reason of hiring of employees which are from different
background, culture, attitude and knowledge using all of these abilities to achieved organization
objective. In this research study, our main focus is on the employee behavior, attitude, and the
level oI motivation. Employee`s conIlict directly as well as indirectly influences the outcomes of
17
the employees. The success and achievement oI an organization is based on the employee`s
outcomes and motivation level.
3 Metbodology
The chapter briefly explains the methodology of the research method in terms of research design,
sample size, type of research, research tools, and procedure of the research study. The research
study method and procedure are briefly described. We have briefly explained and discussed the
research instrument and tools of our research study. The data collection analysis and
interpretations are performed through the help of research instrument and tool, by using different
data sources (primary
4
and secondary
5
). This research study progresses and build on behalf of the
similar and previous research studies.
3.1 Researcb Design
This research study drives and examines the key factors and issues of job outcome and results of
the employees based on the organization`s justice, insurance, compensation and benefits, rewards
and punishment, conflicts and employees motivation working in different organization of
Pakistan. Data is collected and gathered from the employees of different private organization that
are chartered in cities
6
of Pakistan.
The research design states the method and techniques in which a researcher idea is transformed
into a research study. This research design can be sustained and obtainable in practice by a
researcher. Still, the research study design is more than just the mixture of instrument that can be
used in the data gathered for this specific research study. The research study duration states that
it is involved in a significant long time strategic decisions about the research itself is
intellectualized. The data is used in this research study is measurable and quantitative 'the term
of data connected and related to, measure and quantity of statistical assessment derived from
systematic survey, observation and analysis of the subject oI the research study.
4
Interview, Questionnaires, General Discussion, Meetings. Observations
5
Books, Internet, Literature Review, Lecture, Notes, Research Paper.
18
The collected data is exposed to arithmetical tests to identify and analyze the research study, if
the outcomes are inside the consistent of the selection of simple random sampling. In this
research study, approaches that can be focused on the impact of organization justice to reduce
conflict between employees associated with job outcome.
3.2 Sample Size
The research study is conducted between the sample sizes of 100 employees working in the
organization of Pakistan. The progressions resolves the following simple random sampling
techniques and then the data collecting analysis operating function is performed accordingly for
the research study.
3.3 Type of Researcb
The type of research is correlational data, which helps to conduct this research study on the topic
'impact of organization justice to reduce conflict between employees associated with job
outcome. 'The data gathering and collection is based on the two types of sources i.e. primary
and secondary source. The primary source is the collection of data in the procedure of
developing questionnaires, conducting surveys, whereas the secondary source includes internet
and article.
3.4 Researcb Tools
In direction to gather the primary data, we interviewed and provided questionnaires to employees
that are working in the organization of Pakistan, and then administered the data to sample. We
also identified and found the issues and factors that influence the impact of organization justice
to reduce conflict between employees associated with the job outcome.
The research tools used in this research study are as following:
Questionnaire (focused on employees, organization and job outcome),
This research tool section represents the main core component of our research study; it
includes the sample size, targeted audience which we have used during our research study
(Cass, 2007).
19
3.5 Respondents of tbe study
In the section, the researcher main focus is on the employee`s perception. This research study
design and project plans play a significant character in the creation and information of new ideas,
views and innovations, offers the finest possible direction and solutions for the business
consultants, and improves the organization`s performance and ideas used by the employees to
give hard time to their other competitors.
3. Sources of data
In this sub section, we have explained the details about the source of data used in this research.
The research type is co-relational. These sources of data are as follows:
3..1 Type of data source
There are two main types of data source used in this research study, one is primary and the other
second is secondary.
S.6.1.1 Prlmury
Primary data source include:
Questionnaire.
S.6.1.2 SeconJury
A secondary data source includes:
Internet,
Articles,
Journals,
Books.
20
3.7 Supervision of tbe data
This section discusses the supervision of the data, which directs all the main core components of
the research data, opening from first phase to the last phase of data launching, all the supervision
of the research data that is including in the main function and operations of the research.
3.7.1 Data Establisbing
Data establishing section, the researchers have characterized the data gathered and collected
Irom research topic 'impact of organization justice to reduce conflict between employees
associated with job outcome. The research data is composed by different sources and then by
organized. Moreover, the researcher has represented the research data with the help of
presentation of tables, interpretation of graph and data, bar graphs and statistical analysis using
soft wares like (Microsoft Excel (Walkenbach, 2010), IBM SPSS Version 19 (SPSS).
3.7.2 Researcb study Uperation
Research study operations of the data separated into three key steps are as follows:
1) Combining Planning,
2) Collecting of Data,
3) Analysis.
Figure 3-1 Analysis Operation Steps
In this research data operation, the researcher described the quantitative data is a very significant
and important and the core main components for a research study. It is suggested and
recommended that once the data is accumulated, then it should be accurately explored. However,
the main functions and operations of the research study are achieved with the help of software.
Comblnlng
lannlng
CollecLlng
of uaLa
Analysls
21
3.7.3 T
The data of this research study is gathered through sources
7
from different organization of
Pakistan. This research studies is the data transformation into quantitative data and apply test for
validity and reliability.
3.8 Procedure
All the data gathered from primary and secondary sources. The data composed converted into
quantitative data which made testing easier Ior the researcher. Ultimately, 'we have able to prove
the objectives as mentioned in the .
Research Tools earlier the primary source for the study includes the questionnaire adopted for
deep consideration and understanding of the topic impact of organization justice to reduce
conflict between employees associated with job outcome and the secondary source includes
internet, articles, journals, books, magazines and newspapers.
3.9 Software Employed:
We have used SPSS and Microsoft Excel to input the outcomes and results to analyze them.
Microsoft word is used for reporting of the results and other research data.

7
primary and secondary
22
4 Data Analysis
In this chapter, we have performed a number of analyses on the basis of data collection. Some of
the important tests are applied to perform various results. These tests are used during this
research study such as demography information of about respondents, correlation, and regression
analysis and chi test square.
4.1 Demograpby
In this section, we have performed the demography analysis. The demography information is
based on the number of different parameters including gender, age, marital status, organization,
education, department and tenure.
4.1.1 Cender
Gender plays a vital role in demographic information. It is divided into two parts, one is male
and the other one is female. According to the data, male are 67% of 100 respondents and female
are 33% of 100 respondents. It means that the ratio of males is high as compared to females.
Figure 4-1 Gender
Gender
Frequency Percent Valid Percent Cumulative Percent
Valid Male 67 67.0 67.0 67.0
Female 33 33.0 33.0 100.0
Total 100 100.0 100.0
23
Table 4-1 Gender

In this table, the age of the respondent is divided into 4 parts. One is 18-25 are 10%, 26-35 are
45%, 36-45 are 32% and 46 and above are 13% out of 100 respondents. Its mean that the age of
employees are more in between the 26-35 years working in financial institution of Pakistan.
Figure 4-2 Age
Age
Frequency Percent Valid Percent Cumulative
Percent
Valid 18-25 years 10 10.0 10.0 10.0
26-35 years 45 45.0 45.0 55.0
36-45 years 32 32.0 32.0 87.0
46 years and above 13 13.0 13.0 100.0
Total 100 100.0 100.0
Table 4-2 Age
24
4.1.3 Marital Status
Marital status plays a vital role for the development of the organization. According to the results,
the average of single are 24% and married employees are 76%. It means that the average of
married employees is high as compared to single.
Figure 4-3 Marital Status
Marital Status
Valid Single 24 24.0 24.0 24.0
Married 76 76.0 76.0 100.0
Total 100 100.0 100.0
Table 4-3 Marital Status
25
4.1.4 Urganization
In this table, the data is collected from two different banks one is allied bank limited, here the
number of respondent are 63%, and the other is Soneri bank limited number of respondent are
37%. The contribution of Allied Bank employees is high as compared to Soneri Bank employees.
Figure 4-4 Organization
Organization
Percent
Valid Allied Bank Limited 63 63.0 63.0 63.0
Soneri Bank Limited 37 37.0 37.0 100.0
Total 100 100.0 100.0
Table 4-4 Organization
26
4.1.5 Education
Education result shows that the bachelor`s number oI employees is 73 out oI 100 respondents
and master are 27% out of 100 respondents. Its means that most of the employees are bachelors
as compared to master`s participated in this research study.
Figure 4-5 Education
Education
Valid Bachelors 73 73.0 73.0 73.0
Master/MPhil 27 27.0 27.0 100.0
Total 100 100.0 100.0
Table 4-5 Education
27
4.1. Department
This research data is collected from different departments of the banks. The results show that the
number of employees working in human resource is 17%, business development is 51%, and
business operation/credit is 32%.
Figure 4-6 Department
Department
Percent
Valid Human Resource 17 17.0 17.0 17.0
Business Development 51 51.0 51.0 68.0
Banking Operations / Credit 32 32.0 32.0 100.0
Total 100 100.0 100.0
Table 4-6 Department
4.1.7 Tenure
Tenure table related to the experience of the employees working in the organization. According
to the data, 1-6 years` experiences oI employees are 62, and 7-16 years of employees are 38%
out of 100 respondents. It means that 62% are higher as compared to 38%.
28
Figure 4-7 Tenure
Tenure
Valid "1-6 years" 62 62.0 62.0 62.0
"7-16 years" 38 38.0 38.0 100.0
Total 100 100.0 100.0
Table 4-7 Tenure
4.2 Correlations
In this research study, we have developed four main hypotheses organization justice is positively
associated with the job outcome. Its correlation coefficient .067**, n=100, and sig level .000,
29
these values supported the research. Hypothesis 2 is distributive justice, positively associated
with job outcome, its correlation coefficient .117**, sig level.000, n=100 support the hypothesis.
Hypothesis 3 procedural justice is positively associated with job outcome correlation coefficient
.186**, sig.000, n 100, proved the hypothesis. Hypothesis 4 employees conflict is positively
associated with job outcome correlation coefficient .144**, sig.000 and n 100 thus, its means that
all of these hypothesis support the research study.
Correlations
Organization
Justice
Distributive
Justice
Procedural
Justice
Employee's
Conflict
Job
Outcome
Organization
Justice
Pearson
Correlation
1 .261
**
.371
**
.342
**
.067**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Distributive
Justice
Pearson
Correlation
.261
**
1 .618
**
.645
**
.117**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Procedural
Justice
Pearson
Correlation
.371
**
.618
**
1 .939
**
.186**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Employee's
Conflict
Pearson
Correlation
.342
**
.645
**
.939
**
1 .144**
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Job Outcome Pearson
Correlation
.067** .117** .186** .144** 1
Sig. (2-tailed) .000 .000 .000 .000
N 100 100 100 100 100
Table 4-8 Correlations
4.3 Regression
In this sub section, we have performed the regression analysis.
Variables Entered
b
Model Variables Entered Variables Removed Method
30
1 Employee's Conflict,
Organization Justice, Distributive
Justice, Procedural Justice
. Enter
a. All requested variables entered.
b. Dependent Variable: Job Outcome
Table 4-9 Variables Entered
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .255
a
.065 .026 1.57757
a. Predictors: (Constant), Employee's Conflict, Organization Justice, Distributive Justice, Procedural Justice
Table 4-10 Model Summary
In this model summary table, the results of R=.255, R square=.026 support the research study.
ANOVA
b
Model Sum of Squares df Mean Square F Sig.
1 Regression 16.460 4 4.115 1.653 .000
a
Residual 236.429 95 2.489
Total 252.889 99
a. Predictors: (Constant), Employee's Conflict, Organization Justice, Distributive Justice, Procedural Justice
b. Dependent Variable: Job Outcome
Table 4-11 ANOVA
In this table, values shows the regression and residual value F=1.653, its means that 16.53%
variance in this model and the level of sig .000.
Coefficients
a
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 6.210 .761 8.156 .000
Organization Justice .065 .043 .162 1.511 .000
Distributive Justice -.021 .065 -.042 -.322 .000
Procedural Justice -.201 .121 -.485 -1.667 .000
Employee's Conflict .138 .144 .283 .956 .000
31
a. Dependent Variable: Job Outcome
Table 4-12 Coefficients
Coefficients table values show that best predictor in this research study is the distributive justice
B=.042 and the other one is the procedural justice B=-.485. These two variables are the best
predictor of the research study.
4.4 CHI squared Test
In this sub section number of CHI test are applied on the different parameters.
32
4.4.1 Cender * Urganization )ustice
Figure 4-8 Gender * Organization Justice
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 56.317
a
55 .000
Likelihood Ratio 71.075 55 .000
Linear-by-Linear Association 10.314 1 .000
N of Valid Cases 100
a. 111 cells (99.1%) have expected count less than 5. The minimum expected count is .33.
Table 4-13 Chi-Square Tests
33
Chi test square Pearson organization justice interlinked with the gender of the employees
working in the private organization of Pakistan. The values of the chi test square 56.317, degree
of freedom=55 and having the sig level =.000. These values support the study. The cross tables
are attached in the appendix-A and the questionnaire is attached in appendix-B. The
questionnaire includes all the parameters.
34
4.4.2 Cender * Distributive )ustice
Figure 4-9 Gender * Distributive Justice
Chi-Square Tests
a
38 .000
35
Chi test square Pearson distributive justice interlinked with the gender of the employees working
in the private organization of Pakistan. The values of the chi test square 86.431, degree of
freedom=38 and having the sig level =.000. These values support the study. The cross tables are
attached in the appendix-A and the questionnaire is attached in appendix-B. The questionnaire
includes all the parameters.

36
4.4.3 Cender * Procedural )ustice
Figure 4-10 Gender * Procedural Justice
Chi-Square Tests
a
19 .000
37
Chi test square Pearson procedural justice interlinked with the gender of the employees working
in the private organization of Pakistan. The values of the chi test square 78.57, degree of
38
4.4.4 Cender * Employee's Conflict
Figure 4-11 Gender * Employee's Conflict
Chi-Square Tests
a
37 .000
39
Chi test square Pearson employee`s conIlict interlinked with the gender oI the employees
working in the private organization of Pakistan. The values of the chi test square 87.939, degree
of freedom=37 and having the sig level =.000. These values support the study. The cross tables
are attached in the appendix-A and the questionnaire is attached in appendix-B. The
questionnaire includes all the parameters.

40
4.4.5 Cender * )ob Uutcome
Figure 4-12 Gender * Job Outcome
Chi-Square Tests
a
21 .256
Linear-by-Linear Association .213 1 .645
41
Chi test square Pearson job outcome interlinked with the gender of the employees working in the
private organization of Pakistan. The values of the chi test square 24.809, degree of freedom=21
and having the sig level =.000. These values support the study. The cross tables are attached in
the appendix-A and the questionnaire is attached in appendix-B. The questionnaire includes all
the parameters.
4.4. Age * Urganization )ustice
42
Figure 4-13 Age * Organization Justice
Chi-Square Tests
a
165 .461
43
Chi test square Pearson organization justice interlinked with the age of the employees working in
the private organization of Pakistan. The values of the chi test square 166.129, degree of
44
Figure 4-14 Age * Distributive Justice
Chi-Square Tests
a
114 .001
Chi test square Pearson distributive justice interlinked with the age of the employees working in
4.4.7 Age * Distributive )ustice
45
46
4.4.8 Age * Procedural )ustice
Figure 4-15 Age * Procedural Justice
Chi-Square Tests
a
57 .000
47
Chi test square Pearson procedural justice interlinked with the age of the employees working in
48
4.4.9 Age * Employee's Conflict
Figure 4-16 Age * Employee's Conflict
Chi-Square Tests
a
111 .000
49
Chi test square Pearson employee`s conIlict interlinked with the age oI the employees working in
50
4.4.10 Age * )ob Uutcome
Figure 4-17 Age * Job Outcome
Chi-Square Tests
a
63 .966
Linear-by-Linear Association .768 1 .381
Chi test square Pearson job outcome interlinked with the age of the employees working in the
private organization of Pakistan. The values of the chi test square 44.100, degree of freedom=63
51
and having the sig level =.000. These values support the study. The cross tables are attached in
the appendix-A and the questionnaire is attached in appendix-B. The questionnaire includes all
the parameters.

52
5 Conclusion and Recommendation
In this section, we have discussed the conclusion and recommendation of our research study
which is based and builds on the impact of organization justice to reduce conflict between
employees associated with job outcome. Lastly, this section has helped us to present a
comprehensive and complete conclusion and recommendation of our study. Hence, this research
studies offerings the valued and related research suggestion which contributes in the direction of
impact of organization justice to reduce conflict between employees associated with job
outcome.
Conclusions and Recommendation
According to the results of the data, the organization justice plays a vital role for the
development of the employee. In the organization, there are number of employees working in it.
These employees are adjusted in different departments to achieve organization`s goal on the
basis of task, duties and responsibility which are assigned by the head of the department. All the
department of the organization are trying to show the best productive results and outcomes. In
return their employees receive incentive, bonuses, rewards and promotion. Many researchers
think that employees are the main assets of the organization. Organization hired qualified
employees. Then, definitely their employee put effort to improve the organization value and
worth better it position in the market. Give a hard time to their competitors. Most of the
organization improves their human resource department because employees are entering through
this gate.
Organization are trying that recruitment system should be crystal clear. Only component
employees are hired for the organization is the beneficial to the organization. Next important
phase is the training and development of new entrant of employees. This department improves
the employee`s knowledge, skills and ability to develop their career, its helps the employees to
jump Irom one position to higher post. This aspect increases the employee`s motivation to work
for the organization and achieve their targets according to the given time frame. But here the
main issue created in between the employees is the conflict with one employee to another it may
be the role conflict, personality clashes, pay, experience, personal issues and many other. In
simple words, we can say that it disturbs the operation of the organization. In today world,
53
organizations are trying to remove these types of issues to run the organization operation
smoothly.
Motivation of the employees plays a dynamic role in any organization, because if the employees
are motivated than their productivity level and job outcome is very high which are in the favor of
the organization. As we know, that the main aim of the organization is to achieve their goals and
objective, which they set target in their mind of employees or manager. The main role of the
employees helps them to achieve it as soon as possible.
In this research study, we have gathered the data from most of the financial institution or banking
sector, which are working in Pakistan. According to the results and outcomes most of the
employees are satisfied with the pay, compensation and benefit which bank offers to them. All of
these compensation, rewards, and pay are in the favor of employees, but their achievement of
motivation level are stable, because the nature of work is related to their routine work,
employees are tired to do same nature of work on daily day schedule.
On the other hand, the timings of the bank are tough as compared to other private or
governmental organizations of Pakistan which are mostly not in the favor of employees
especially, late sitting in the end of the month or year closing.
Banking sector provide the well thought of compensation system provide to their employees with
adequate and equitable rewards and bonuses for their contribution to the meeting of organization
goal. This term 'compensation means the total number oI rewards provided by the employees
which are working in bank in return for their services. These rewards may be one or a
combination oI the Iollowing. Pay 'the money or amount that an employee received Ior
perIorming a banking task or operation. Bank also provides beneIits to its employee additional
Iinancial rewards which is other than salary it`s include paid vacations, sick leave, holiday and
medical insurance.
Bank also provides non-financial rewards or non-monetary rewards such as enjoyment of the
work performed or a satisfactory, work place environment that provide employees flexibility
where he or she serves long time of life with banks.
54
According to the data analysis, the conflict of employees which are working in the banks is low
due to the transfer policy of the banks and lot of work load on them. It is in the favor of the
banks. The levels of the institute in which benefits and compensations decisions are made can
have an impact on salary. Top level management of the banking sector can make these
centralized decisions to ensure the stability and consistency. They have an advantage to make the
salary decision at lower level where the better information always exists concerning the
productivity of the employee`s perIormance.
Banking sector of Pakistan always have an assessment of its ability to pay and it is measured and
considered as one of the significant and important factor to determine the salary level. Banking
sector of Pakistan is effective in providing higher than average benefits and compensation.
Banking sector have financial strength to establish only the upper limit of what they will pay to
arrive at a speciIic pay level. Management must study other Iactors oI employee`s beneIits,
rewards and bonuses.

55
Appendix
.1 Appendix-A Cross Table
.1.1 Cender * Urganization )ustice
Crosstab
Count
Organization Justice
7.29 8.14 8.29 8.57 9.29 10.14 10.29
Gender Male 1 2 1 1 1 1 2
Female 0 0 0 0 0 0 0
Total 1 2 1 1 1 1 2
Crosstab
Count
10.43 11.29 11.43 11.57 11.71 12.29 12.43
Female 0 0 0 0 0 0 1
Total 1 1 1 1 2 1 2
Crosstab
Count
13.14 13.29 13.43 13.57 14.14 14.29 14.43
Female 2 1 0 0 0 1 0
Total 3 8 2 1 2 2 2
Crosstab
Count
14.57 14.71 15.14 15.29 15.43 15.57 16.14
Female 1 0 1 0 1 0 0
56
Total 2 1 1 1 2 1 1
Crosstab
Count
16.29 16.43 16.57 16.71 17.14 17.29 17.43
Female 3 1 0 1 0 2 2
Total 3 2 1 1 2 3 3
Crosstab
Count
17.71 18.14 18.29 18.43 18.71 19.14 19.29
Female 0 0 1 2 2 1 1
Total 1 2 2 5 2 1 3
Crosstab
Count
19.43 19.57 19.71 20.14 20.29 21.14 21.43
Female 0 1 0 0 1 0 1
Total 2 1 2 1 1 1 4
Crosstab
Count
21.71 22.14 22.29 22.43 23.71 24.14
Gender Male 2 1 1 0 0 0
Female 1 1 0 1 1 1
Total 3 2 1 1 1 1
Crosstab
Count
57
Organization Justice Total
24.29
Gender Male 0 67
Female 1 33
Total 1 100
.1.2 Cender * Distributive )ustice
Crosstab
Count
Distributive Justice
4.20 5.20 5.40 6.20 6.40 6.60 6.80
Female 0 0 0 0 0 0 0
Total 1 1 1 3 2 1 2
Crosstab
Count
7.20 7.40 7.60 7.80 8.20 8.60 8.80
Gender Male 9 0 2 1 14 3 0
Female 0 1 0 0 0 0 1
Total 9 1 2 1 14 3 1
Crosstab
Count
9.20 9.40 9.60 10.00 10.20 10.40 10.80
Female 0 1 2 0 0 1 0
Total 5 3 2 1 7 2 1
Crosstab
Count
11.40 11.60 11.80 12.20 12.40 12.60 12.80
58
Female 3 2 1 0 2 0 1
Total 3 2 2 2 3 1 1
Crosstab
Count
13.00 13.40 13.80 14.00 14.20 14.40 15.40
Female 1 6 2 0 0 1 1
Total 1 6 2 1 2 3 1
Crosstab
Count
Distributive Justice Total
16.40 17.00 18.40 19.40
Gender Male 0 0 0 0 67
Female 3 1 2 1 33
Total 3 1 2 1 100
.1.3 Cender * Procedural )ustice
Crosstab
Count
Procedural Justice
3.25 4.25 5.25 5.50 6.50 7.50 7.75
Gender Male 6 2 4 2 11 2 2
Female 0 0 0 0 0 0 0
Total 6 2 4 2 11 2 2
Crosstab
Count
Procedural Justice
8.50 8.75 9.75 10.50 10.75 11.00 11.50
Gender Male 2 4 8 1 1 11 1
Female 0 0 0 0 0 0 0
Total 2 4 8 1 1 11 1
Crosstab
59
Count
Procedural Justice Total
12.00 13.00 13.25 14.25 15.25 16.25
Gender Male 1 9 0 0 0 0 67
Female 0 10 3 6 1 13 33
Total 1 19 3 6 1 13 100
.1.4 Cender * Employee's Conflict
Crosstab
Count
Employee's Conflict
3.50 3.75 4.00 4.25 4.75 5.25 5.50
Female 0 0 0 0 0 0 0
Total 2 2 1 1 3 3 3
Crosstab
Count
Employee's Conflict
5.75 6.00 6.25 6.50 6.75 7.25 7.50
Female 0 0 0 0 0 0 0
Total 1 1 1 1 2 3 3
Crosstab
Count
Employee's Conflict
7.75 8.25 8.75 9.25 9.50 9.75 10.25
Female 0 0 0 0 0 0 0
Total 3 3 5 5 3 9 5
Crosstab
Count
Employee's Conflict
10.75 11.25 11.50 11.75 12.00 12.25 12.50
60
Female 0 2 1 4 0 3 4
Total 1 3 3 6 1 3 4
Crosstab
Count
Employee's Conflict
12.75 13.25 13.75 14.25 14.50 15.00 15.25
Female 3 2 3 1 2 1 3
Total 3 2 3 1 2 1 3
Crosstab
Count
Employee's Conflict Total
15.75 16.00 16.25
Gender Male 0 0 0 67
Female 1 2 1 33
Total 1 2 1 100
.1.5 Cender * )ob Uutcome
Crosstab
Count
Job Outcome
3.00 3.33 3.33 3.67 4.00 4.33 4.67
Female 0 0 2 3 1 1 1
Total 1 1 5 3 2 1 7
Crosstab
Count
Job Outcome
5.00 5.33 5.67 6.00 6.33 6.67 7.00
Female 1 1 3 1 2 7 2
Total 3 10 8 5 4 13 8
61
Crosstab
Count
Job Outcome
7.33 7.67 8.00 8.33 8.67 9.00 9.33
Female 2 1 1 1 0 2 1
Total 7 6 3 2 6 3 1
Crosstab
Count
Job Outcome Total
9.67
Gender Male 1 67
Female 0 33
Total 1 100
.1. Age * Urganization )ustice
Crosstab
Count
7.29 8.14 8.29 8.57 9.29 10.14
Age 18-25 years 0 1 0 0 0 1
26-35 years 1 1 1 1 0 0
36-45 years 0 0 0 0 1 0
46 years and above 0 0 0 0 0 0
Total 1 2 1 1 1 1
Crosstab
Count
62
10.29 10.43 11.29 11.43 11.57 11.71
Age 18-25 years 0 0 0 0 0 0
26-35 years 1 1 1 0 1 2
36-45 years 1 0 0 0 0 0
Total 2 1 1 1 1 2
Crosstab
Count
12.29 12.43 13.14 13.29 13.43 13.57
Age 18-25 years 0 0 0 2 0 0
26-35 years 1 1 1 4 1 0
36-45 years 0 1 2 2 1 1
Total 1 2 3 8 2 1
Crosstab
Count
14.14 14.29 14.43 14.57 14.71 15.14
Age 18-25 years 1 1 0 0 0 0
26-35 years 1 0 2 1 1 0
36-45 years 0 1 0 0 0 0
Total 2 2 2 2 1 1
Crosstab
Count
15.29 15.43 15.57 16.14 16.29 16.43
Age 18-25 years 0 0 0 1 0 0
26-35 years 1 1 1 0 0 1
36-45 years 0 1 0 0 1 1
Total 1 2 1 1 3 2
63
Crosstab
Count
16.57 16.71 17.14 17.29 17.43 17.71
Age 18-25 years 0 0 0 0 0 1
26-35 years 1 0 0 1 1 0
36-45 years 0 1 1 1 1 0
Total 1 1 2 3 3 1
Crosstab
Count
18.14 18.29 18.43 18.71 19.14 19.29
Age 18-25 years 1 0 0 0 0 0
26-35 years 1 1 2 0 0 2
36-45 years 0 1 2 2 0 1
Total 2 2 5 2 1 3
Crosstab
Count
19.43 19.57 19.71 20.14 20.29 21.14
Age 18-25 years 0 0 0 0 0 0
26-35 years 0 0 2 1 0 0
36-45 years 2 0 0 0 1 1
Total 2 1 2 1 1 1
Crosstab
Count
21.43 21.71 22.14 22.29 22.43 23.71
Age 18-25 years 0 0 1 0 0 0
64
26-35 years 3 2 0 1 0 0
36-45 years 1 1 1 0 0 1
Total 4 3 2 1 1 1
Crosstab
Count
Organization Justice Total
24.14 24.29
Age 18-25 years 0 0 10
26-35 years 0 0 45
36-45 years 1 0 32
46 years and above 0 1 13
Total 1 1 100
.1.7 Age * Distributive )ustice
Crosstab
Count
4.20 5.20 5.40 6.20 6.40 6.60
Age 18-25 years 0 0 0 0 0 0
26-35 years 1 1 0 3 0 1
36-45 years 0 0 0 0 1 0
Total 1 1 1 3 2 1
Crosstab
Count
6.80 7.20 7.40 7.60 7.80 8.20
Age 18-25 years 1 3 0 0 0 2
65
26-35 years 1 6 0 1 1 11
36-45 years 0 0 1 1 0 1
Total 2 9 1 2 1 14
Crosstab
Count
8.60 8.80 9.20 9.40 9.60 10.00
Age 18-25 years 0 0 0 1 0 0
26-35 years 2 0 3 1 0 0
36-45 years 1 1 2 1 2 1
Total 3 1 5 3 2 1
Crosstab
Count
10.20 10.40 10.80 11.40 11.60 11.80
Age 18-25 years 1 0 1 0 0 0
26-35 years 6 0 0 0 0 1
36-45 years 0 2 0 3 0 1
Total 7 2 1 3 2 2
Crosstab
Count
12.20 12.40 12.60 12.80 13.00 13.40
Age 18-25 years 1 0 0 0 0 0
26-35 years 1 1 1 0 0 0
36-45 years 0 2 0 1 1 4
Total 2 3 1 1 1 6
Crosstab
66
Count
13.80 14.00 14.20 14.40 15.40 16.40
Age 18-25 years 0 0 0 0 0 0
26-35 years 0 1 2 0 0 0
36-45 years 1 0 0 3 0 2
Total 2 1 2 3 1 3
Crosstab
Count
Distributive Justice Total
17.00 18.40 19.40
Age 18-25 years 0 0 0 10
26-35 years 0 0 0 45
36-45 years 0 0 0 32
46 years and above 1 2 1 13
Total 1 2 1 100
.1.8 Age * Procedural )ustice
Crosstab
Count
Procedural Justice
3.25 4.25 5.25 5.50 6.50 7.50
Age 18-25 years 6 1 2 0 0 0
26-35 years 0 0 2 1 11 2
36-45 years 0 0 0 1 0 0
Total 6 2 4 2 11 2
Crosstab
67
Count
Procedural Justice
7.75 8.50 8.75 9.75 10.50 10.75
Age 18-25 years 1 0 0 0 0 0
26-35 years 1 2 3 8 0 1
36-45 years 0 0 0 0 1 0
Total 2 2 4 8 1 1
Crosstab
Count
Procedural Justice
11.00 11.50 12.00 13.00 13.25 14.25
Age 18-25 years 0 0 0 0 0 0
26-35 years 11 0 1 2 0 0
36-45 years 0 1 0 17 3 6
Total 11 1 1 19 3 6
Crosstab
Count
Procedural Justice Total
15.25 16.25
Age 18-25 years 0 0 10
26-35 years 0 0 45
36-45 years 1 2 32
Total 1 13 100
.1.9 Age * Employee's Conflict
Crosstab
68
Count
Employee's Conflict
3.50 3.75 4.00 4.25 4.75 5.25
Age 18-25 years 2 2 1 1 2 1
26-35 years 0 0 0 0 1 2
36-45 years 0 0 0 0 0 0
Total 2 2 1 1 3 3
Crosstab
Count
Employee's Conflict
5.50 5.75 6.00 6.25 6.50 6.75
Age 18-25 years 0 0 0 0 0 0
26-35 years 3 1 1 1 1 2
36-45 years 0 0 0 0 0 0
Total 3 1 1 1 1 2
Crosstab
Count
Employee's Conflict
7.25 7.50 7.75 8.25 8.75 9.25
Age 18-25 years 0 0 0 0 1 0
26-35 years 3 3 2 3 3 5
36-45 years 0 0 1 0 0 0
Total 3 3 3 3 5 5
Crosstab
Count
Employee's Conflict
9.50 9.75 10.25 10.75 11.25 11.50
Age 18-25 years 0 0 0 0 0 0
26-35 years 3 6 5 0 0 0
36-45 years 0 3 0 0 3 3
69
Total 3 9 5 1 3 3
Crosstab
Count
Employee's Conflict
11.75 12.00 12.25 12.50 12.75 13.25
Age 18-25 years 0 0 0 0 0 0
26-35 years 0 0 0 0 0 0
36-45 years 6 1 3 4 3 2
Total 6 1 3 4 3 2
Crosstab
Count
Employee's Conflict
13.75 14.25 14.50 15.00 15.25 15.75
Age 18-25 years 0 0 0 0 0 0
26-35 years 0 0 0 0 0 0
36-45 years 3 0 0 0 0 0
Total 3 1 2 1 3 1
Crosstab
Count
Employee's Conflict Total
16.00 16.25
Age 18-25 years 0 0 10
26-35 years 0 0 45
36-45 years 0 0 32
Total 2 1 100
.1.10 Age * )ob Uutcome
70
Crosstab
Count
Job Outcome
3.00 3.33 3.33 3.67 4.00 4.33
Age 18-25 years 0 0 1 0 0 0
26-35 years 0 1 2 0 1 0
36-45 years 1 0 0 2 1 1
Total 1 1 5 3 2 1
Crosstab
Count
Job Outcome
4.67 5.00 5.33 5.67 6.00 6.33
Age 18-25 years 0 0 2 0 1 0
26-35 years 4 1 6 5 2 2
36-45 years 3 1 2 2 1 1
Total 7 3 10 8 5 4
Crosstab
Count
Job Outcome
6.67 7.00 7.33 7.67 8.00 8.33
Age 18-25 years 0 2 1 1 1 0
26-35 years 6 4 2 2 0 1
36-45 years 5 1 2 2 2 1
Total 13 8 7 6 3 2
Crosstab
Count
Job Outcome Total
8.67 9.00 9.33 9.67
Age 18-25 years 1 0 0 0 10
71
26-35 years 4 1 0 1 45
36-45 years 1 2 1 0 32
46 years and above 0 0 0 0 13
Total 6 3 1 1 100
.2 Appendix-B Questionnaire
.3 Demograpby

Male lemale
Age
21-25 26-30 31-35 36-40 41 or above
Marital Status
Single Married
Highest Level of Education
Bachelors Masters MS/MPhil PhD
Department
Human Resource
Management
Business Development Banking Operations/Credit
Tenure
1-5 6-11 12-18 19-25 25 or above
Organization
Allied Bank Limited Soneri Bank Limited
.4 Part 2: INSTRUCTIUNS
Please read each of the following items carefully and fill in the answer that best corresponds to
your agreement or disagreement.
SLrongly Agree(SA) Agree (A) neuLral (n) ulsagree (u) SLrongly ulsagree(Su)
1 2 3 4 3
72
.4.1 Urganization )ustice:
S/N SA A N D SD
1 Your supervisor treated you in a polite manner. 1 2 3 4 5
2 Your supervisor treated you with dignity. 1 2 3 4 5
3 Your supervisor treated you with respect. 1 2 3 4 5
4 Your supervisor refrained from improper remarks or
comments.
1 2 3 4 5
5 Your supervisor has been candid in (his/her)
Communications with you.
1 2 3 4 5
6 Your supervisor explained the procedures thoroughly. 1 2 3 4 5
7 Your supervisor`s explanations regarding the Procedures are
reasonable.
1 2 3 4 5
8 Your supervisor communicated details in a timely manner. 1 2 3 4 5
9 Your supervisor seemed to tailor (his/her) communications to
individuals` specific needs.
1 2 3 4 5
.4.2 Distributive )ustice
S/N SA A N D SD
1 Your pay/pay increases reflect the effort you have put into
your work.
1 2 3 4 5
2 Your pay/pay increase is appropriate for the work you have
completed.
1 2 3 4 5
3 Your pay/pay increases reflects what you have contributed to
the organization.
1 2 3 4 5
4 Your pay/pay increases justified, given your Performance. 1 2 3 4 5
.4.3 Procedural )ustice
S/N SA A N D SD
1 You been able to express your views and feelings during those 1 2 3 4 5
73
actions.
2 You had influence over the pay increases arrived at by those
events.
1 2 3 4 5
3 Work procedures been applied consistently. 1 2 3 4 5
4 Work techniques been based on accurate information. 1 2 3 4 5
5 You been able to appeal against the pay increases arrived at
by those dealings.
1 2 3 4 5
6 Work ways and techniques upheld ethical and moral
Standards..
1 2 3 4 5
Employees conflicts
S/N SA A N D SD
1 There are differences about ideas in your work group. 1 2 3 4 5
2 There are personal frictions among members in your work
group.
1 2 3 4 5
3 There are personality clashes evident in your work group. 1 2 3 4 5
4 There are grudges evident among members of your group. 1 2 3 4 5
5 There are emotional tensions among members in your work
group.
1 2 3 4 5
6 There are differences of opinion about delegation of tasks in
your work group.
1 2 3 4 5
7 Members of your work group disagree about the duration to
complete a task.
1 2 3 4 5
8 Your work groups disagree about the way to complete a
group task.
1 2 3 4 5
9 Your work groups disagree about who should do what. 1 2 3 4 5
10 There are chances to do different things from time to time. 1 2 3 4 5
74
.4.5 )ob Uutcome
S/N SA A N D SD
1 The job allows me to make my own decisions about how to
schedule my work.
1 2 3 4 5
2 The job allows me to decide on the order in which things are
done on the job.
1 2 3 4 5
3 The job allows me to plan how I do my work. 1 2 3 4 5
4 The job gives me a chance to use my personal initiative or
judgment in carrying out the work.
1 2 3 4 5
5 The job allows me to make a lot of decisions on my own. 1 2 3 4 5
6 The job provides me with significant autonomy in making
decisions.
1 2 3 4 5

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