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Justice and Employee Commitment in Health Sector 

Non- Governmental Organizations in Kenya 

Patrick M. Gichira, Dr Susan M. Were, Dr George O. Orwa 



European Journal of Human Resource 

ISSN 2520-4697 (Online) 

Vol.1, Issue 1 No.1, pp74-97, 2017 

www.ajpojournals.org 

75 

 

 

Relationship between Perceptions of Informational Justice 

and Employee Commitment in Health Sector Non- 

Governmental Organizations in Kenya 

 

1*Patrick M. Gichira 

Post Graduate Student: School of Human Resources 

Jomo Kenyatta University of Agriculture & Technology 

2Dr Susan M. Were 

Lecturer, Jomo Kenyatta University of Agriculture & Technology 

2Dr George O. Orwa 

Lecturer, Jomo Kenyatta University of Agriculture & Technology 

 

Abstract 

Purpose: The purpose of the study was to analyze the relationship between perceptions of 

informational justice and employee commitment in health sector non-governmental 

organizations in Kenya. 

Methodology: 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. Justice perceptions were measured using Colquitt‟s four 

construct model comprising of distributive, procedural, interpersonal and informational 

justice while organizational commitment was measured through Meyer‟s three component 

model comprising of affective, continuance and normative commitment. Inferential statistics 

comprising of correlation, multiple linear regression models and ANOVA analysis were 

applied `to establish the relationship between the independent and dependent variables. 

Qualitative data was analyzed through the use of questionnaires. 

Results: Based on the findings, the study concluded that informational justice perceptions 

have a positive and significant relationship with affective, continuance and normative 

commitment in health sector non-governmental organizations in Kenya. 

Unique contribution to theory, practice and policy: Organizations should ensure that 

justification and truthfulness rules are embedded in their human resource management 

practices. They should also strive to provide timely and sufficient communication. 

Keywords: informational justice perceptions, employee commitment, health sector non- 

governmental organizations. 

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1.0 INTRODUCTION 

1.1 Background of the Study 

Many contemporary writings on organizations emphasize the importance of core values to the 

organization (Collins & Porras, 1997). Justice in terms of fair treatment of employees is 

identified as one of those values and fairness as one of the fundamental bases of cooperative 

action in organizations (Cropanzo et al, 2007). Truth telling, promise keeping, fairness, and 

respect for the individual are some of the key guiding principles of effective people 

management in organizations (Russell, 2001). 

Justice perceptions can influence employees‟ attitudes and behaviour for good or ill, in turn 

having a positive or negative impact on their performance and the organization‟s success 

(Baldwin, 2006). Justice is therefore a basic requirement for the effective functioning of 

organizations and the personal commitment of the individuals they employ (McFarlin & 

Sweeney, 1992). Employee perceptions of organizational justice in terms of fair formal deci- 

sion-making procedures (procedural justice), fair decision outcomes (distributive justice), fair 

interpersonal treatment (interpersonal justice) and information sharing (informational justice) 

by decision makers have been found to be related to a variety of work-related attitudes and 

behaviors including commitment (Colquitt, et al, 2001, Al-Zu‟bi, 2010; Yucel, 2013; Akanbi 

& Ofoegbu, 2013). 

Organisational commitment is the bond employees experience with their organization (Folger 

& Cropanzano, 1998). Employees who are committed to their organisation generally feel a 

connection with their organization, feel that they fit in and, feel they understand the goals of 

the organisation (Cohen et al., 2001). The added value of such employees is that they tend to 

be more determined in their work, show relatively high productivity and are more proactive 

in offering their support (Konovsky, et al, 2000). Meyer & Allen (1997) conceptualized 

organizational commitment in three dimensions namely affective, continuance and normative 

commitments. 

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). 

Organizational 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. 

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Current literature on organizational justice identifies four different constructs; distributive 

justice, procedural justice, interpersonal justice and informational justice (Colquitt, 

Greenberg, & Zapata- Phelan, 2005). Distributive justice is the justice of an employee which 

he perceives as a result of comparing the commitments he makes to his work and the 

outcomes of these such as rewards, duties and responsibilities, compared to the commitments 

the other employees make and the outcomes of them (Colquitt,2001). 

Procedural 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). Interpersonal justice refers to 

people‟s perceptions of the fairness of the manner in which they are treated by those in 

authority during the enactment of organizational procedures (Lind & Bos, 2002) while 

informational justice refers to people‟s perceptions of the fairness of the information used as 

the basis for making a decision (Gurbuz & Mert, 2009). Each of these forms of justice has 

been found to have different effects on employee commitment (Colquitt, et al., 2005). 

A committed workforce is vital for the success of an organization. Meyer and Allen (1990) 

conceptualized a multidimensional model of organizational commitment comprising of 

affective, continuance, and normative commitment. According to the model, employees who 

feel a sense of affective commitment identify with the organization, accept that 

organization‟s goals and values, and are more willing to exert extra effort on behalf of the 

organization. Continuance commitment is defined as a desire to remain a member of an 

organization because of an awareness of the costs associated with leaving it. Continuance 

commitment exists when there is a profit associated with staying and a cost associated with 

leaving an organization. Continuance commitment therefore involves staying with an 

organization because one needs to. Normative commitment exists when there is a sense that 

staying is the right or moral thing to do. Normative commitment can result from personal 

work philosophies of employees‟ and organizational socialization. It builds a sense of 

obligation-based commitment among employees. 

Employees who perceive organizational decisions and procedures, treatment by others and 

informational basis of decision making as unfair are known to be less committed to the 

organization (Baldwin, 2006). They engross themselves with and engage in negative or 

unproductive psychological and physical withdrawal behaviour. Psychological withdrawal 

consists of actions that provide a mental escape from the work environment. It is manifested 

through such actions as daydreaming, socializing, looking busy, moonlighting and cyber 

loafing. Physical withdrawal behaviour consists of actions that provide a physical escape, 

whether short term or long term, from the work environment. These include tardiness, long 

breaks, missing targets, deadlines, meetings, absenteeism and quitting (Skarlicki & Folger, 

1997). 

Against this backdrop, changing employment landscapes have weakened employees‟ 

physical, administrative, and temporal attachments to organizations (Scott & Davies, 2015). 

Modern day employees are more mobile, more autonomous, and less dependent on their 

organizations for employment than ever before (Cascio, 2003). Long term employee 

commitment is less and less of a given. The idea that an employee will spend his or her entire 

career at one organization is long dead. To address these challenges, organizations are 

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increasingly seeking to strengthen employees‟ attachments by cultivating commitment to the 

organizations (Mathieu & Zajac, 1990; Meyer & Allen, 1997). 

A Non-Governmental Organization (NGO) is defined as an independent organization that is 

neither run by government nor driven by the profit motive like private sector businesses 

(Lewis & Kanji, 2009). NGOs are one of the key actors in processes of development 

alongside the state, county government, foreign donors and private corporations (Willets, 

2002). NGOs are perceived to bring distinctive advantage in promoting development through 

efficiency and innovation, widespread participation and the ability to implement pro-poor 

projects (Nwaiwu, 2013). In terms of their structure, NGOs may be large or small, formal or 

informal, bureaucratic or flexible and in terms of funding, many are externally funded, while 

others depend on locally mobilized resources (Lewis, 2005). Some NGOs have highly 

professionalized staff, while others rely heavily on volunteers and supporters (Lewis & Kanji, 

2009). 

Human resource management poses a critical management challenge in NGOs due to the 

multidimensional ways in which HRM issues manifest in the organization leading to a 

variation in application of HRM methods (Padaki, 2007). It is for instance hard to justify and 

implement a reward based performance system in an organization who solely relies on 

income from donors funds (Nwaiwu, 2013). This challenge is compounded by the fact that 

most donors strictly exclude overhead expenses from project funding while some would 

restrict staff cost to a very little per cent of total project fund (Padaki, 2007). 

Most NGOs work with a project orientation focus. A project, by definition, has a beginning 

and an end. Staff appointments are therefore project based, contractual, and for specified 

periods. The main implication of this practice on commitment is that employees have a start 

date and a known end date to employment. The second implication is that 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 (Padaki, 2007). The 

programme or project based nature of work directs employees‟ focus towards the work and 

less to the organization. The nature of work also determines the forms of employment. 

Employment terms are largely contractual with a majority of employees working on 1-2 year 

contracts. The workforce in the development sector is largely middle age and professional. 

This age category is known to be more keen on short term as opposed to long term 

engagement or relationships with employer organizations. Largely due to the nature of work 

and employment relationships, some employees develop transactional psychological 

contracts that are largely based on specific monetary and time bound obligations. Others 

employees develop relational contracts that are based on a broader set of open-ended and 

subjective obligations. 

1.2 Problem Statement 

Employees are the subject of decisions virtually every day of their organizational lives 

(Colquitt, 2001). In organizational settings, justice is not always administered through fair 

allocation of employment resources, provision of clear and adequate explanations for 

decisions made and employees are not always treated with dignity and respect during the 

implementation of policies and procedures (Cohen-Charash & Spector, 2001; Frontela, 

2007). 

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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) because NGO organizations discourages investment in human resource capacities and 

staff retention measures due to the short-term nature of the projects, funding constraints and 

subsequent short term employment practices. This in turn leads to negative justice 

perceptions and commitment. (Padaki, 2007). 

In a study carried out by Frontela (2007) in Kenya and other developing countries, the 

researchers found that irrespective of the affiliation, mission, size and extent of operations, 

problems of low morale and low motivation of staff were prevalent in NGOs. These are all 

indicators of antecedents and outcomes of commitment (Wright, & Kehoe, 2008). They point 

to a possible absence of organizational justice and low employee commitment. 

Organizational justice research has predominately involved employees from Western 

countries, particularly the U.S. (McFarlin & Sweeney, 2001). As such, the current thinking 

regarding reactions to organizational justice may not generalize to employees from societies 

that have cultural and economic characteristics which differ significantly from those 

commonly found in North American and Western European societies. In addition, in their 

meta-analytical review of literature on commitment in organizations in the period 1988 to 

2011, Iqbal et al (2012) found out that most of the research studies published was conducted 

at the industry or firm level as the unit of analysis. Furthermore, the organization and 

management of NGO sector has received relatively little attention from researchers (Lewis, 

2005). There is therefore a paucity of information regarding the importance of fairness and 

employee reactions to organizational justice from different contexts especially Africa and 

particularly the Health sector NGOs in Kenya. Given this lack of information, the study 

sought to analyze the relationship between perceptions of informational justice and employee 

commitment in health sector non-governmental organizations in Kenya. 

1.3 Research Objectives 

To analyze the relationship between perceptions of informational justice and employee 

commitment in health sector non-governmental organizations in Kenya. 

 

2.0 LITERATURE REVIEW 

2.1 Theoretical Review 

2.1.1 Human Resource Management Theories 

This subsection discusses Social exchange theory, Uncertainty Reduction theory and Social 

Information Processing theory are as they relate to human resource management in 

organizations. 

Social Exchange Theory 

Social exchange theory views the employment relationship as a process of resource exchange 

governed by the norm of reciprocity (Shore & Wayne, 1993; Coyle-Shapiro et al., 2004), 

encompassing both ongoing conferment of benefits and continual re-balancing of 

expectations and obligations (Coyle-Shapiro & Morrow, 2006). Perceptions of the mutual 

obligations held by the employee and the employer may be the result of formal contracts 

entailed in an employment relationship or implied by the expectations which two parties hold 

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of each other (Herriot et al., 1997); the latter being captured in the concept of psychological 

contract (Rousseau, 1990, 2001). Employees reciprocate their employer, based on the extent 

to which they perceive obligations to them have been fulfilled (Coyle-Shapiro Morrow, 

2006). The more the employer fulfils obligations and meets expectations, the more employees 

feel secure and satisfied, and consequently obligated to reciprocate. Conversely, when 

employees encounter unexpected changes, the perceived reciprocal relationship may be 

breached. Such changes have become increasingly frequent as organizations respond to 

competitive pressure, adopting new forms of employment relationship (Kessler et al., 2004). 

Where these result in a sense of injustice and betrayal (Herriot et al., 1997), this can result in 

a loss of employee commitment to the organization (Guzzo et al., 1994). 

Social exchange theory argues that HRM practices contribute to positive exchange 

relationships between employee and employer. The theory postulates that when the needs of 

individual workers are considered, employees reciprocate with favourable attitudes and 

behaviour (Gould-Williams & Davies, 2005). Social exchange theory identifies trust and 

perceived organizational support as some of the mediators through which HRM induces 

favourable attitudes and work outcomes, (Meyer & Smith, 2000). According to social 

exchange theory, normative commitment is based on the norm of reciprocity where, based on 

the organization‟s actions, an employee feels that there is a particular way that he or she 

should behave (Cropanzano & Mitchell, 2005). 

Uncertainty Reduction Theory 

According to the uncertainty reduction theory, uncertainty creates a feeling of vulnerability or 

anxiety that can lead to actively distorting perceptions and information. Uncertainty reduction 

theory propounds that newcomers experience high levels of uncertainty during the 

organizational entry process (Saks & Ashforth, 1997). Like any organizational members, they 

are motivated to reduce their uncertainty such that the work environment becomes more 

predictable, understandable, and ultimately controllable. Uncertainty is reduced through the 

information provided via various communication channels, notably social interactions with 

superiors and peers (Bulut & Culha, 2010). 

As uncertainty decreases, newcomers become more adept at performing their tasks, more 

satisfied with their job, and more likely to remain in their organization (Morrison, 1993). 

Socialization programs influence newcomers‟ adjustment in this regard by reducing their 

high levels of uncertainty and anxiety. Baker (1995) found that role certainty is an important 

latent factor of socialization tactics. 

Social Information Processing Theory 

According to the social information processing theory the social environment in which 

individuals operate influences individual attitudes in organizations because the social 

environment provides a direct construction of meaning through guides to socially acceptable 

beliefs, attitudes, and needs, and acceptable reasons for action (Salancik & Pfeffer, 1997). 

The organizational climate literature suggests that climate is a particularly powerful social 

mechanism through which HRM practices impact individual attitudes because climate shapes 

how employees construe the meaning of organizational practices (Ostroff & Bowen, 2000). 

Social information processing theory suggests that management practices which promote 

open  communication  within  an  organization,  open  access  to  information,  and  free 

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information sharing, can increase affective organizational commitment (Thornhill & 

Saunders, 1996). Information sharing is suggested to have direct influence on the variables 

associated with affective commitment by enhancing trust and building employee self-worth 

and perceptions of importance (Meyer & Allen, 1997). This means that information sharing 

should promote increased perceptions of fairness on the nature of decisions and the processes 

by which decisions are made. According to Meyer and Allen (1997), both these factors have 

been associated with the development of affective commitment. 

2.2 Empirical Review 

Work place information exchange between decision implementers and employees can have a 

positive effect on affective and normative commitment as the organization uses information 

to influence and steer desired attitudes (Pfeffer, 1998). According to Colquitt (2001), an 

employee who receives a material outcome tries to determine its fairness by assessing 

whether the following five antecedents are present: candid communication, thorough 

explanations, reasonable communication, timely communication and personalized 

communication. This allows him to make his informational judgment. Informational justice is 

premised on the principle that authorities should share sufficient information on the process 

and outcome with those affected by their decisions. 

In one study, employees were found to better comply with a corporate smoking ban when 

they were supplied with detailed information about the reasons of the smoking ban 

(Greenberg, 1994). Announcements of a work site smoking ban were made to 732 clerical 

workers but the presentations differed in the amount of information given about the need for 

the ban and the degree of interpersonal sensitivity shown over the personal impact of the ban. 

Regardless of how much they smoked, all smokers recognized the procedural fairness 

associated with giving thorough information in a socially sensitive manner. In the context of 

taxation, tax letters reflecting the principle of informational justice were suggested to increase 

taxpayers‟ compliance with tax laws (Wenzel, 2006). In a study conducted by Kernan and 

Hanges (2002) on the antecedents and consequences of informational justice survivor 

reactions to reorganization, it was established that surviving employees who were aware of 

the objectives of the reorganization evaluated the process and results as more fair than those 

who were not consulted. Whereas initial explanations are important (Bies & Moag, 1986; 

Mansour-Cole & Scott, 1998), recognized that employees should receive information that 

extends beyond initial justifications or explanations, especially, for decisions with long term 

implications on the individuals like reorganization. 

In their study, Bies, Shapiro, and Cummings (1988) found that perceptions of procedural 

justice were enhanced only when explanations were believed to be adequately reasoned and 

sincerely communicated. The study established that the rejected requests were likely to be 

perceived as procedurally fair when the decisions were based on logically relevant 

information (Shapiro & Buttner, 1988). Greenberg (1990) found that workers perceived their 

performance appraisals as being fairer when numerical evaluations were accompanied by 

written narratives explaining their ratings than when no such written explanations were given. 

These findings strongly suggest that it is not only the procedures used to determine outcomes 

that influence perceptions of informational justice but also the explanations for those 

procedures (Cohen- Charash & Spector, 2001). 

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Employee Commitment 

 Affective 
 Continuance 

 Normative 

Informational Justice 
Justification 

Honesty 

Implication 

 

2.3 Conceptual Framework 

 

Figure 1: Conceptual Framework 

 

3.0 RESEARCH METHODOLOGY 

The study adopted descriptive and correlation research design. The study population was 17 

Nairobi based health sector NGOs registered with HENNET while the target population was 

497 employees with supervisory responsibilities. The sampling frame for this study 

comprised of 85 health sector non-governmental organizations based within Nairobi County 

and its environs. The register of Health Sector NGOs maintained by Health NGOs Network 

Secretariat (HENNET) was used to randomly generate the study sample. The study adopted 

stratified sampling technique due to homogeneity of the population. Based on the nature of 

the study population, proportionate stratified sampling was used to establish the number of 

respondents from each of the 17 HENNET member NGOs headquartered in Nairobi. The 

study sought to measure employee perceptions using a five point multiple choice ordinal 

Likert rating scale measurement. Primary data was collected using self-administered 

questionnaires. The raw data collected using questionnaires were edited and coded for 

analysis using IBM Statistical Package for Social Science (SPSS) version 20.0. The study‟s 

likert-type data was described and analyzed using descriptive and inferential statistics 

comprising of correlation and linear regression. Findings on quantitative data were presented 

using statistical techniques such as tables, pie charts and bar graphs. Qualitative data was 

presented descriptively. 

 

4.0 RESULTS AND DISCUSSIONS 

4.1 Response Rate 

The study conducted a survey using a self-administrated questionnaire which was 

administered to 195 sampled respondents. 131 valid questionnaires were returned 

representing a response rate of 67 percent. A response rate of above 50% is considered 

adequate in social science research (Mugenda & Mugenda, 2008; Babbie, 2002). The study‟s 

response rate of 67% was therefore considered adequate for analysis and conclusion. 

Table 2: Response Rate 
 

Total number of 

questionnaires distributed 

Total number of valid 

questionnaires returned 

Response rate (%) 

 
195 

 
131 

 
67 

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4.2 Demographic Characteristics 

4.2.1 Gender of Respondents 

The gender of the respondents is presented in figure 2 of the 131 valid responses, 53 percent 

of the respondents were male while 47 percent were female. This suggests that the study 

solicited information from a gender balanced perspective. According to Kothari (2008) a ratio 

of at least 1:2 in either gender representation in a study is representative enough. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 2: Gender of Respondents 

4.2.2 Response by Job Category 

The study targeted various categories of employees as shown on table 3. From the 

demographic data, 14% were administrative staff, 29% programme staff, 22% 

adviser/professional staff, 29% manager level, and 5% director level staff. 

Table 3: Response by Job Category 
 

Employee Category Frequency Percentage (%) 

Administrative Assistant 18 14 

Programme staff 37 29 

Adviser/Professional 29 22 

Manager 37 29 

Director 6 5 

Total 127 100 

 

4.2.3 Response by Number of Staff Supervised 

During the study, it was found out that staffs responsible for key performance results in this 

sector do not necessarily have other employees reporting to them due to the nature of the 

organization structures applied or the way work arrangements are designed with outsourcing 

being a key element. Those without internal supervisory responsibilities but responsible for 

key result areas were reported to have quality assurance, oversight or technical backstopping 

responsibilities over outsourced activities. 

Female 
47% Male 

53% 

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5 and above 
23% None or indirect 

33% 

3-5 employees 
23% 1-3 employess 

21% 

 

As shown on figure 3, 33% of the respondents reported that they had no direct supervisory 

responsibilities, 21% supervised more than five employees while another 23% supervised 

three to five employees and another 5% more than 5 employees. 
 

Figure 3 Number of Staff Supervise 

4.2.4 Response by Period Worked with Current Employer 

In terms of length of service (table 4), 37% of the respondents indicated that they have 

worked for the current organization for a period not exceeding two years, 28% for up to four 

years, 22% for up to 6 years while only 12% had worked with the same organization for a 

period in excess of six years. This finding is in line with the project based nature of 

employment in the NGO sector where employment duration is tied to project or funding 

cycles (NGO Bureau, 1999). 

Table 0: Response by Period Worked With Current Employer 
 

Period worked Frequency Percentage (%) 

0-2 years 49 37 

3-4 years 36 28 

5-6 years 29 22 

7-8 years 4 3 

9-10 years 5 4 

10 or more years 8 6 

Total 131 100 

4.2.5 Response by Age 

Figure 4 shows the age distribution in the sample size. Five percent of the respondents were 

aged 25 years or less, 29% were aged between 26-30 years, 40% between 31-40 years, 19% 

between 41-50 and 7 percentages between 51-60 years. 

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Figure 4: Response by Age 

4.2.6 Response by Level of Education 

Majority of the respondents (46 %) were either first degree holders or hold professional 

qualifications; 34% hold a post graduate degree; 18% are diploma holders and two percent 

were of secondary education level. 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 5: Response by Level of Education 

4.2.7 Response by Type of Employment 

As shown in figure 5 majority of the respondents (83%) were employed on term contract 

basis while 17% had open ended contracts. This employment practice would appear to be in 

line with the project nature of work in the development sector (Lewis & Kanji, 2009). 

60 
50 
40 
30 
20 
10 

0 

25 or less 
years 

26-30 years 31-40 years 41-50 years 51-60 years 

YEARS 

Secondary school Diploma 

Post graduate 
(Masters) 

34% 

2% 18% 

Degree/Professional 
qualification 

46% 

Fr
eq

u
en

cy
 (

%
) 

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Figure 6: Response by Type of Employment 

Results shows that project and management level staff (25.4% and 24.6% respectively 

comprised of the highest number of employees employed on contract terms. 

4.3 Descriptive Statistics 

Informational justice has been operationalized primarily as providing explanations or 

accounting for decisions made. Respondents‟ perceptions on informational justice fall under 

the “to a great extent” level of agreement. 

Table 5: Perceptions on Informational Justice 
 

 

 
Informational justice 

Very 

little 

extent 
(%) 

Little 

extent 
(%) 

Some 

extent 
(%) 

Great 

extent 
(%) 

Very 

great 

extent 
(%) 

Supervisor  has  been  candid  in  his/  her 
communication 

1 14 18 52 15 

Procedures explained thoroughly 1 15 28 45 11 

Explanations regarding procedures reasonable 3 12 28 43 14 

Decision details explained in a timely manner 4 11 34 37 14 

Communication tailored to individuals' 

specific needs 
2 14 30 44 10 

Average % 2 13 28 44 13 

Respondents agreed with the statement that to a great extent; their supervisor has been candid 

in his/ her communication with the respondent (52%); their supervisor had explained the 

procedures thoroughly (45%), the supervisors‟ explanations regarding the procedures were 

reasonable (43%), supervisor had communicated details in a timely manner (37%) and the 

supervisor seemed to tailor his/ her communications to individuals' specific needs (44%. This 

finding supports Colquitt et al., 2001) on the importance of sharing relevant information with 

employees. 

Open ended 
contract 

17% 
 
 

 
Fixed contract 

83% 

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4.4 Inferential Statistics 

4.4.1 Influence of Informational Justice Perceptions on Affective Commitment 

The study tested the relationship between informational justice perceptions on affective 

commitment. A linear regression model was adopted to link the independent variables to the 

dependent variable. 

Table 6: Model summary- Informational Justice on Affective Commitment 
 

Model R R Square Adjusted R 

Square 

Std. Error of the Estimate 

1 .209a .044 .005 .970 

a. Predictors: (Constant), tailor communications , candid communication, explanations 

reasonableness, timely manner, procedures thoroughness 

b. Dependent Variable: Affective Commitment Index 

The model summary results indicate that the constructs of informational justice perception 

accounted for 4.4% of the variation in affective commitment. Further, the F-statistics results 

clearly indicated that the variables used in this model were not significant predictor of 

affective commitment hence the overall model was insignificant. 

Table 7: ANOVA- Informational Justice n Affective Commitment 
 

Model 
 

Sum of Squares df Mean 

Square 

F Sig. 

1 Regression 5.266 5 1.053 1.119 .354b 

 
Residual 114.820 122 .941 

  

 
Total 120.086 127 

   

a. Dependent Variable: Affective Commitment Index 

b. Predictors: (Constant), tailor communications , candid communication, explanations, 

timely manner, procedures thoroughness 

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Table 8: Coefficients- Informational Justice n Affective Commitment 
 

Model Unstandardize 

d Coefficients 

Standardize 

d 

Coefficients 

t Sig. Collinearity 

Statistics 

 

 B Std. 

Error 

Beta   Toleranc 

e 

VIF 

(Constant) 1.585 .394  4.02 

3 

.00 

0 

  

Candid 

communication 

.143 .128 .140 1.11 

6 

.26 

7 

.495 2.02 

1 

Procedures 

thoroughness 

.053 .160 .050 .333 .74 

0 

.348 2.87 

2 

Explanations 
reasonableness 

-.035 .142 -.035 -.247 .80 

5 

.385 2.59 

8 

Timely manner -.024 .132 -.025 -.184 .85 

4 

.429 2.32 

9 

Tailor 

communication 

s 

.110 .129 .106 .855 .39 

4 

.507 
1.97 

1 

a. Dependent Variable: Affective Index     

The results of regression model indicate that candid communication, thorough explanation of 

procedures and tailor made communications have a positive but an insignificant relationship 

with affective commitment. The relationship between reasonable explanation and timely 

communications and affective commitment was negative but insignificant. These findings 

imply that informational justice perception does not significantly affect affective 

commitment. 

The findings of this study contradict with Kernan and Hanges (2002) who conducted a study 

on the antecedents and consequences of informational justice survivor reactions to 

reorganization. Kernan and Hanges (2002) established that surviving employees who were 

aware of the objectives of the reorganization evaluated the process and results as more fair 

than those who were not consulted. 

4.4.2 Influence of Informational Justice Perceptions on Continuance Commitment 

The study similarly, sought to establish the relationship between informational justice 

constructs and continuance commitment. The findings of the regression model used to link 

the informational justice constructs and continuance commitment are presented below. 

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Table 9: Model summary- Informational Justice on Continuance Commitment 
 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .176a .031 .000 1.032 

a. Predictors: (Constant), improper remarks , dignity, polite manner, respect 

b. Dependent Variable: Continuance Commitment Index 

The r-square for the regression model was 0.031 which simply implies that the informational 

justice variables accounted for 3.1% of the variation in continuance commitment. These 

findings further imply that there is a weak relationship between informational justice 

perception variables and continuance commitment. The F-statistics result further indicates 

that model was statistically insignificant which imply that the variables used in the model 

were not good predictors of continuance commitment. 

Table 10: ANOVA- Informational Justice on Continuance Commitment 
 

Model Sum of Squares df Mean Square F Sig. 

1 Regression 4.239 4 1.060 .995 .413b 

 
Residual 132.042 124 1.065 

 

 
Total 136.281 128 

 

a. Dependent Variable: Continuance Commitment Index 
 

b. Predictors: (Constant), improper remarks , dignity, polite manner, respect  

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Table 11: Coefficients- Informational Justice on Continuance Commitment 
 

Model Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. Collinearity 

Statistics 

 

 
B Std. 

Error 

Beta 
  

Tolerance VIF 

(Constant) 2.178 .439  4.962 .000   

Polite manner .164 .264 .139 .621 .535 .155 6.435 

Dignity .080 .275 .068 .293 .770 .144 6.944 

Respect .318 .319 .274 .997 .321 .104 9.660 

Improper 

remarks 

-.231 .145 -.218 - 

1.597 

.113 .417 2.395 

a. Dependent Variable: Continuance Index      

All the variables in the model were positively and insignificantly related to continuance 

commitment. The findings of this study contradict with Kernan and Hanges (2002) who 

conducted a study on the antecedents and consequences of informational justice survivor 

reactions to reorganization. Kernan and Hanges (2002) established that surviving employees 

who were aware of the objectives of the reorganization evaluated the process and results as 

more fair than those who were not consulted. 

Cohen- Charash & Spector, (2001) findings strongly suggested that it is not only the 

procedures used to determine outcomes that influence perceptions of informational justice but 

also the explanations for those procedures. 

4.4.3 Influence of Informational Justice Perceptions on Normative Commitment 

This study also sought to establish the relationship between informational justice perceptions 

and normative commitment. The study used regression model to ascertain this relationship. 

Table 12: Model summary- Informational Justice on Normative Commitment 
 

Model R R Square Adjusted R Square Std. Error of the 

Estimate 

1 .401a .161 .126 .777 

a. Predictors: (Constant), tailor communications , candid communication, procedures 

reasonableness, timely manner, procedures thoroughness 

b. Dependent Variable: Normative Commitment Index 

The results of the model summary indicate that informational justice perception variables 

accounted for 16.1% of the variation in normative commitment. Futher the F-statistics 

indicate that the model was statistically significant (F=4.589, p<0.05). These findings imply 

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that the informational justice variables used in the model were good predictors of normative 

commitment. 

Table 13: ANOVA- Informational Justice on Normative Commitment 
 

Model  Sum of Squares df Mean 

                                  Square  

F Sig. 

1 Regression 13.847 5 2.769 4.589 .001b 

 Residual 72.415 120 .603   

 Total 86.262 125    

a. Dependent Variable: Normative Index 

b. Predictors: (Constant), tailor communications , candid communication, procedures 

reasonableness, timely manner, procedures thoroughness 

Table 14: Coefficients- Informational Justice on Normative Commitment 
 

Model Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. Collinearity 

Statistics 

 

 B Std. 

Error 
Beta   Tolerance VIF 

(Constant) 1.384 .316  3.83 .000   

Candid 

communication 

.201 .103 .232 
1.70 0.092 

.490 2.040 

Procedures 
thoroughness 

.054 .128 .060 
2.44 0.046 

.349 2.866 

Procedures 

reasonableness 

.019 .114 .023 
0.16 0.873 

.385 2.595 

Timely manner .068 .110 -.081 2.60 0.050 .404 2.472 

Tailor 
communications 

.202 .104 .229 
1.90 0.040 

.505 1.979 

The regression results revealed that thorough explanations of procedures, having tailor made 

communications and timely communication were found to be positive and significantly 

related to normative communication. These findings imply that informational justice 

perceptions are significantly related to normative commitment. 

The findings of this study are consistent with those of Leventhal (1980) who proposed six 

criteria for a procedure to be perceived as fair. These include consistency, bias suppression, 

and accuracy of information in decision making, correctability, representativeness and 

ethicality based on conformity to personal ethical or moral values. 

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Wiesenfeld et al., (2007), also added bias suppression, accuracy and overall fairness as the 

defining criteria for procedural justice. According to Thibaut and Walker (1975) procedural 

justice theory, the amount of control people influenced over decisions and processes their 

perceptions of fairness. According to Thibaut and Walker (1975) fair procedures are valuable 

because they allow individuals‟ control over outcomes. 

4.4.4 Overall Influence of Informational Justice Perception on Organisational 

Commitment 

The study combined informational justice perceptions variables to test the overall effects of 

informational justice perceptions on organisational commitment. A regression model was 

adopted to ascertain this relationship. 

Table 15: Overall Model Summary 
 

Model Summary  

R .256a 

R Square 0.065 

Adjusted R Square 0.058 

Std. Error of the Estimate 0.58536 

F-Statistic 3.065 (P=0.003) 

The results in the overall model summary show that information justice perceptions 

accounted for 6.5% of the variation in organisational commitment. The F-statistics, results 

also indicate that the model was statistically significant (F=3.065, P=0.003). These findings 

imply that informational justice perception is a good predictor of organisational commitment. 

Table 16: Coefficients for Overall Model 
 

 B Std. Error Beta t Sig. 

(Constant) 2.093 0.233 
 

8.975 0 

Informational Justice 0.194 0.065 0.256 2.991 0.003 

a Dependent Variable: overall committment    

Informational justice perception was found to have a positive relationship with overall 

commitment (B=0.194, p=0.003). These findings imply that an increase in 0.194 units in 

informational justice perception will cause a resultant increase of one unit in organisational 

commitment. 

The findings of this study concur with Wiesenfeld et al., (2007) who also argued that bias 

suppression, accuracy and overall fairness as the defining criteria for procedural justice. 

According to Thibaut and Walker (1975) procedural justice theory, the amount of control 

people influenced over decisions and processes their perceptions of fairness. According to 

Thibaut and Walker (1975) fair procedures are valuable because they allow individuals‟ 

control over outcomes. 

4.4.5 Hypothesis Testing 

The study sought to test the hypothesis; H0: There is no statistically significant relationship 

between perceptions of informational justice and employee commitment in health sector non- 

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governmental organizations in Kenya. This null hypothesis was rejected at a significance 

level of 0.05, therefore, there is a statistically significant relationship between perceptions of 

informational justice and employee commitment in health sector non-governmental 

organizations in Kenya. Therefore, the optimal model was; 

Organisational Commitment =2.093+0.194 (informational justice perceptions) + ℮ 

 

5.0 DISCUSSION CONCLUSIONS AND RECOMMENDATIONS 

5.1 Discussion 

Informational justice emphasizes the principle that authorities should share sufficient 

information on the process and outcome with those affected by their decisions (Sindhav et al., 

2006). Informational justice is enhanced through provision of timely and honest explanations 

to people about the procedures that concern them (Greenberg, 1993). It is fostered when those 

in authority adhere to specific rules of fair interpersonal communication. The results of the 

study showed that informational justice perceptions were significantly correlated to affective 

and normative commitment. 

5.2 Conclusions 

Based on the findings, the study concluded that informational justice perceptions have a 

positive and significant relationship with affective, continuance and normative commitment 

in health sector non-governmental organizations in Kenya. 

5.3 Recommendations 

Informational justice perceptions are based on the quality of explanations and information an 

employee receives from their supervisors and other organizational authorities. Organizations 

should therefore ensure that justification and truthfulness rules are embedded in their human 

resource management practices. They should also strive to provide timely and sufficient 

communication. 

The study findings showed that though positive, informational justice has a low explanatory 

power on affective and normative commitment and none on continuance commitment. This 

finding indicates that there is a need to promote informational justice amongst health NGOs. 

Informational justice is enhanced through provision of timely and honest explanations to 

people on issues that affect them, their work and employment. It is fostered when authorities 

adhere to specific rules of fair interpersonal communication. 

5.4 Areas for Further Research 

There is a need to undertake further studies in order to widen the generalizability of the 

findings and also establish reasons for the variations in the findings on the low influence of 

justice perceptions in the NGO sector in Kenya compared to the strong influence reported in 

studies conducted in other sectors in the rest of the world. Such studies are also likely to 

identify what are, if any, the other factors which influence employee commitment in the NGO 

sector. 

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