The Effect of Justice Perception on Employee’s Motivation of the Public Sector Organizations in Pakistan

Abstract

Organizational behavior has long been a point of discussion in the areas of management and public administration. Being an integral part of Human Resource Management public service motivation(PSM) has been having a direct effect on the employees’ behavior. An employee with high levels of motivation is considered a good fit for public sector organizations because of their service-oriented values. The current study explores the positive relationship between justice perception and employee’s motivation within the public-sector universities of Pakistan. It further explains organizational commitment plays an important role in the relationship between justice perception and employee motivation. Applying the theoretical lens of Perry’s (2000) process theory and Adam's (1965) Equity theory of organizational justice to examine their views on employee motivation, performance, and commitment.  Theoretical and practical implications for adaptive public sector leaders and employee responses are discussed. However, a survey method was employed to assemble 488 usable questionnaires from faulty/administrative members of public sector universities of Pakistan. The findings indicate that the relationship between justice perception and employee’s motivation is statistically significant and positively correlated. Structural equation modeling (SEM) has been used for hypotheses testing. This study will be among few studies that have highlighted the importance of interaction effect of organizational commitment strengthens the relationship between justice perception and employee’s motivation.