Organizational Identification and Organizational Justice as Determinants of Job Performance Among Local Government Employees

Abstract

Organizational identification and organizational justice have been established as predictors of job performance in private companies and institutions; however, few studies have examined these variables in relation to job performance among local government employees. Hence, this study utilized a descriptive-correlational design to determine the extent to which organizational identification and perceived organizational justice predict job performance among municipal employees of the Local Government Unit of Medina, Misamis Oriental. Using total enumeration, the study involved 128 respondents who completed content-validated, pilot-tested survey questionnaires, from which the data were analyzed and interpreted using descriptive and inferential statistics, particularly multiple linear regression (MLR). Findings revealed that municipal employees exhibited very high organizational identification, perceived the organization as demonstrating very high organizational justice, and reported very high job performance across all dimensions. The regression analysis found that organizational justice was a predictor of job performance; however, organizational identification was not. These findings lead to the conclusion that municipal employees did not experience performance improvement despite strong organizational identification, whereas a work environment that fosters organizational justice enhanced employees’ job performance. Thus, the study recommended that local government units prioritize implementing practices that foster organizational identification and organizational justice to motivate employees to perform well.