Abstract
Organizational justice is a critical component in HRM and administrative systems. This study examines the effect of organizational justice practices on organizational commitment in public hospitals in Ethiopia. Drawing on social exchange theory and employing a cross-sectional survey design, data were collected from a stratified random sample of 371 participants using a five-point Likert scale questionnaire. Data analysis was performed using descriptive statistics and partial least squares structural equation modeling (PLS-SEM) through SMART PLS software. Hypothesized relationships were assessed using bootstrapping techniques. Results revealed that distributive justice (β = 0.357, p < 0.05), procedural justice (β = 0.308, p < 0.05) and interpersonal justice (β = 0.271, p < 0.05) positively and significantly affect organizational commitment. However, informational justice (β = 0.069, p > 0.05) exhibited a positive but statistically insignificant effect on organizational commitment. The distinct effects of the various organizational justice dimensions refine the existing theoretical model and underscore the need for theory to move beyond treating organizational justice as a unidimensional construct. This research provides empirical evidence from healthcare environments in developing countries, offering healthcare administrators, decision-makers and key participants valuable insights into the significance of justice in promoting commitment. Furthermore, the results highlight the necessity of continuous monitoring and assessment of equity in benefit distribution, decision-making processes and interpersonal interactions in the healthcare sector.
Keywords: Organizational Commitment, Organizational Justice, Public Hospital, Social Exchange Theory.