Previous studies on the effect of organisational justice, employee motivation, and organisational commitment are well documented—however, the association between these variables in a South African Steel industry is unknown. This study examined the relationship between organisational justice, employee motivation, and organisational commitment within a South African steel industry. The study used a cross-sectional quantitative research approach, while the population comprised a stratified sampling (N = 404) of permanent employees within South Africa's steel industry. Hierarchical regression analysis was used to determine the effect of the demographical variables, organisational justice, and employee motivation on organisational commitment. The results revealed a significant relationship between organisational justice, employee motivation, and organisational commitment variables. Furthermore, the results showed that job level, organisational justice, and employee motivation significantly predict employees' organisational commitment. Moreover, the results indicated significant differences between age, gender, experience from different companies, and tenure regarding these variables. These findings could help Human Resource practitioners during the design of retention strategies, which would add value to the body of knowledge about organisational fairness, commitment, and job retention.
Ucwaningo lwangaphambilini ngomphumela wobulungiswa benhlangano, ukukhuthazwa kwabasebenzi, kanye nokuzibophezela kwenhlangano kubhalwe kahle-kodwa-ke, ukuhlangana phakathi kwalezi zinto eziguqukayo embonini yensimbi yaseNingizimu Afrika akwaziwa. Lolu cwaningo luhlolisise ubudlelwano phakathi kobulungiswa benhlangano, ukukhuthazwa kwabasebenzi, nokuzibophezela kwenhlangano embonini yensimbi yaseNingizimu Afrika. Lolu cwaningo lusebenzise indlela yokucwaninga ngobuningi obuhlukanisiwe, kanti inani labantu beliqukethe isampuli (N = 404) enabasebenzi abaqashwe ngokuphelele embonini yensimbi yaseNingizimu Afrika. Ukuhlaziywa kokuhlehla okulandelanayo kusetshenziselwe ukuthola umphumela wokuguquguquka kwenani labantu, ubulungiswa benhlangano, kanye nokukhuthazwa kwabasebenzi ekuzibophezeleni kwenhlangano. Imiphumela iveze ubudlelwano obubalulekile phakathi kobulungiswa benhlangano, ukukhuthazwa kwabasebenzi, nokuhlukahluka kokuzibophezela kwenhlangano. Ngaphezu kwalokho, imiphumela ikhombise ukuthi izinga lomsebenzi, ubulungiswa benhlangano, kanye nokukhuthazwa kwabasebenzi kubikezela kakhulu ukuzibophezela kwenhlangano kwabasebenzi. Ngaphezu kwalokho, imiphumela ikhombise umehluko omkhulu phakathi kweminyaka, ubulili, ulwazi oluvela ezinkampanini ezahlukahlukene, kanye nesikhathi esimi maqondana nalezi zinto eziguqukayo. Lokhu okutholakele kungasiza abasebenza kwezokuphathwa kwabasebenzi ngesikhathi sokuqanjwa kwamasu okugcinwa, okungangezela inani emzimbeni wolwazi ngokulingana kwenhlangano, ukuzibophezela, kanye nokugcinwa kwemisebenzi.
Vorige studies het die effek van organisatoriese geregtigheid, werknemermotivering en organisatoriese betrokkenheid goed gedokumenteerd – die assosiasie tussen hierdie veranderlikes in die Suid-Afrikaanse staalbedryf is egter onbekend. Hierdie studie ondersoek die verhouding tussen organisatoriese geregtigheid, werknemermotivering en organisatoriese betrokkenheid in ’n Suid-Afrikaanse staalonderneming. Die studie het ’n deursnee- kwantitatiewenavorsingbenadering gebruik terwyl die populasie uit ’n gelaagde steekproefneming (N = 404) van permanente werknemers in die Suid-Afrika se staalbedryf bestaan het. Hiërargiese regressie-ontleding is gebruik om die effek van die demografiese veranderlikes, organisatoriese geregtigheid en werknemermotivering op organisatoriese betrokkenheid te bepaal. Die resultate dui op ’n betekenisvolle verhouding tussen organisatoriese geregtigheid, werknemermotivering en organisatoriese betrokkenheidsveranderlikes. Die resultate wys ook dat posvlak, organisatoriese geregtigheid en werknemermotivering die werknemers se organisatoriese betrokkenheid sinvol voorspel. Die resultate toon boonop beduidende verskille aan tussen ouderdom, geslag, ondervinding by verskillende maatskappye en ampstermyn wat hierdie veranderlikes betref. Hierdie bevindings kan menslikehulpbronpraktisyns gedurende die ontwerp van retensiestrategieë help, wat waarde kan toevoeg tot die kennis oor organisatoriese regverdigheid, betrokkenheid en werksretensie.
