Organisational Justice, Participatory Management, Felt Obligation And Employee Performance In Mulago National Referral Hospital

Abstract

The study examined the relationship between of organisational justice, participatory management, felt obligation and employees’ performance in Mulago National Referral Hospital (MNRH). The study was guided by the following objectives; to examine the relationship between organisational justice and employee performance in MNRH, to examine the relationship between organizational justice, felt obligation and employee performance in MNRH, to examine the relationship between participatory management, felt obligation and employee performance in MNRH and to examine the factor structure of organizational justice, participatory management and felt obligation on employee performance in MNRH. This study adopted a case study design using both the quantitative and qualitative methods of data collection. A sample size of 335 was determined from a population of 2,657 using Krejcie& Morgan (1970). Purposive, simple random and convenience sampling techniques were used to select the respondents from the staff and patients of Mulago National Referral Hospital. The respondents were issued with self-administered questionnaires which had closed ended questions and face to face interviews were conducted among administrative staff of MNRH. The correlation results indicated a significant positive effect of distributive justice on employee performance at JTRH (r = 0.614 with probability value (p = 0.000); a positive and significant correlation of organizational justice and felt obligation in MNRH denoted by (r = 0.552), whereas between felt obligation and employee performance was denoted by (r = 0.588); a positive and significant correlation of participatory management and felt obligation in MNRH denoted by (r = 0.575). The regression results indicated 57.1% of employee performance at Mulago National Referral Hospital is explained by organisational justice, participatory management and felt obligation. A one unit change in organisational justice, results to 0.433 positive changes in employee performance in MNRH. It was concluded that there was a significant positive relationship between organisational justice and employee performance in MNRH, that effective organizational justice and felt obligation led to improved employee performance in Mulago National Referral Hospital, participatory management and felt obligation have to be improved in the mechanisms to enhance employee performance at Mulago National Referral Hospital. And that unit changes in organisational justice, participatory management and felt obligation results to positive changes in employee performance in MNRH. It was recommended that that policy makers, like the Ministry of Health and management of MNRH to implement use effective organisational justice, participatory management and felt obligation strategies in order to improve employee performance in any public referral hospital like MNRH,ensure resources and decision outcomes are fairly distributed in the organization.Management of public health facilities and MNRH in particular should ensure that participatory management activities-delegating, communication and decision-making are managed effectively and that managers of MNRH should deal with employees in a truthful manner when decisions are made about at the job.