{"id":34,"date":"2016-09-28T13:04:00","date_gmt":"2016-09-28T13:04:00","guid":{"rendered":"http:\/\/lucilleossai.com\/Blog\/index.php\/2016\/09\/28\/thats-not-fair-why-organisational-justice-impacts-everything-at-work\/"},"modified":"2022-08-11T16:22:21","modified_gmt":"2022-08-11T15:22:21","slug":"thats-not-fair-why-organisational-justice-impacts-everything-at-work","status":"publish","type":"post","link":"https:\/\/lucilleossai.com\/blog\/2016\/09\/28\/thats-not-fair-why-organisational-justice-impacts-everything-at-work\/","title":{"rendered":"“That’s Not Fair!” – Why Organisational Justice Impacts Everything At Work"},"content":{"rendered":"
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\n<\/span>No one likes to be taken advantage of.<\/span><\/p>\n<\/div>\n

Evidence of oppression is narrated in history books, as well as the corresponding struggles for emancipation. From the brutal conquests in millennia past to the shameful stains of slavery, racism and modern-day discrimination \u2014 we will muster the courage to fight injustice.<\/span><\/span>
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\n<\/span>And we carry this torch for fair treatment right into the workplace.<\/span>
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\n<\/span>It’s no wonder that in the field of organisational behavioural science, researchers find organisational justice intriguing, particularly because of the moves people will make to correct perceived injustice.<\/span>
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\n<\/span>Simply put, organisational justice is concerned with the perceptions of fairness of employees. <\/span>Since such perceptions shape the attitudes and<\/span> behaviour of<\/span> workers, this theme has become crucial<\/em> in understanding specific negative actions displayed by aggrieved workers.<\/span>
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Types of organisational justice<\/span><\/b><\/span>
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Literature from researchers in the field has listed two, three and even four models\/components of organisational justice. However, the three main types are distributive justice, procedural justice and interactional justice.<\/span><\/span>
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1) Distributive justice<\/span><\/b><\/div>\n

\n<\/span>This refers to the outcomes of a decision, i.e., the fairness of the ends achieved.<\/span><\/span><\/div>\n
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One helpful construct to understand distributive justice at the workplace is Adam’s Equity Theory (1963).<\/em> It advocates comparing the ratio of an individual’s outcome to inputs with the ratio of outcome to inputs of the comparison other. In essence, equity is achieved when:\u00a0<\/span><\/span><\/span><\/div>\n<\/div>\n
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\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0O<\/span><\/i><\/b>p\u00a0\u00a0 \u00a0=\u00a0 \u00a0<\/span><\/i><\/b>O<\/span><\/i><\/b>q
\n<\/span><\/i><\/b>\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0__ \u00a0 \u00a0 \u00a0 \u00a0 \u00a0__\u00a0<\/span><\/i><\/b><\/span><\/span><\/div>\n
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\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0I<\/span><\/i><\/b>p \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span><\/i><\/b>I<\/span><\/i><\/b><\/span>q<\/span><\/span><\/i><\/b><\/span><\/div>\n<\/div>\n
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(Whereby O<\/i><\/b> represents output; p<\/b><\/i> represents the individual; I<\/b><\/i> represents input, and q<\/i><\/b> represents the comparison other).<\/span><\/span><\/span><\/div>\n<\/div>\n
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According to Mowday (1996), it’s irrelevant if the individual produces high inputs (whatever contributions he\/she gives to the organisation, such as time, knowledge, and skills) and receives low outcomes (whatever he\/she receives from the organisation, such as pay, perks, and appreciation) as long as his\/her ratio is identical to the comparison other (colleague). When the ratio is different, inequity arises, and the individual perceives his\/her outcome as unfair.<\/span><\/span><\/span><\/div>\n<\/div>\n
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Now what becomes interesting is what<\/em> the worker does to restore equity. Adams (1963) described six methods he\/she could use:<\/span><\/span><\/div>\n

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\n<\/span>– alter inputs<\/span><\/span><\/span><\/div>\n
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– alter outcomes<\/span>
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– change comparison other<\/span>
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– take actions to change inputs or outcomes <\/span><\/span><\/span>of comparison other<\/span>
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– distort inputs or outcomes<\/span>
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– leave the field (turnover)<\/span><\/span><\/span><\/div>\n

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This Theory is critical because it suggests that the motivation to restore fairness leads workers who perceive distributive inequity to engage in attitudes and behaviours that may negatively impact an organisation. They could use acts of retaliation like slowdowns as a way of lowering their inputs that may accompany underpayment. (Cropanzano & Folger, 1996). \u00a0<\/span><\/span><\/span>
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\n<\/span>However, it\u2019s more difficult for the individual to alter the inputs or outputs of the comparison other to restore a state of equity. Therefore, Raja (2009) suggested that the employee might change his\/her inputs or outputs first by:<\/span><\/div>\n<\/div>\n
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– changing the input to match outcomes such as\u00a0 <\/span><\/span><\/span>leaving early or slacking off<\/span><\/span><\/span>
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– changing the outcomes to match inputs such as <\/span><\/span><\/span>asking for a pay increase or stealing<\/span><\/span><\/span>
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– withdrawing, such as tardiness or turnover<\/span><\/span><\/span>
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Nevertheless, organisations should focus on the critical dilemma of who gets what vis-\u00e0-vis rewards. This issue becomes pertinent in organisation-wide changes such as layoffs, mergers, and acquisitions. To solve this problem, Levanthal (1976) suggests that a distribution rule of allocation be based on equity (contributions), equality, and need.<\/span><\/span><\/div>\n
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\n<\/span><\/span>Distributive justice is vital in the workplace because it predicts satisfaction with perceived outcomes (Folger, 1987). It also provides a motivational force for the employee who perceives distributive injustice (inequity) to act in destructive behaviours that harm other people, their property, or sources of livelihood. (Cropanzano & Folger, 1996).<\/span><\/span>
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Now distributive justice doesn’t ‘happen’ in a vacuum. Its effect on employees’ behaviours is best understood when you consider the procedures <\/i>that led to the outcomes in the first place \u2014 procedural justice.<\/span><\/span>
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2) Procedural justice<\/span><\/b><\/span><\/span><\/div>\n
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Procedural justice is concerned with the fairness of the processes by which a decision is made.\u00a0<\/span><\/span><\/span><\/div>\n<\/div>\n<\/div>\n
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It’s essential during an organisational change such as downsizing because employees can’t often get what they want. In such a scenario, the fairness of the procedures<\/em> taken may be more important in predicting the behaviours of employees \u2014 rather than whether the staff received what they considered fair in relation to their contributions to the company (distributive justice implications).<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>Levanthal (1980) identified six criteria that managers should adhere to so that procedures can be perceived as fair:<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>– consistency<\/span><\/span><\/span><\/span><\/div>\n
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– bias suppression<\/span><\/span><\/span><\/span><\/div>\n
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– accuracy of information<\/span><\/span><\/span><\/span><\/div>\n
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– correctability<\/span><\/span><\/span><\/span><\/div>\n
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– representativeness (i.e., ‘voice’)<\/span><\/span><\/span><\/span><\/div>\n
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– ethicality<\/span><\/span><\/span><\/span>
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\n<\/span>Negative indications of the criteria above lead the worker to perceive that procedures taken regarding decisions are unfair. Cropanzano & Folger (1996) explained that procedural injustice undermined loyalty to the institution and its appointed representatives. Moreover, Blader & Tyler (2000), drawing on evidence from various researchers, reported that procedural justice was an essential predictor of the following:<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>– a commitment to the organisation<\/span><\/span><\/span><\/span>
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\n<\/span><\/span>– the effort employees put into duties<\/span><\/span><\/span><\/span>
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\n<\/span><\/span>– the likelihood that workers will stay in the organisation<\/span><\/span><\/span><\/span>
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\n<\/span><\/span>– the extent of ‘extra-role behaviour’ they display (i.e., desirable actions not inherent \u00a0in their job descriptions)<\/span><\/span><\/span><\/span>
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\n<\/span><\/span>– the acceptance of and compliance with organisational rules<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span><\/span>Interestingly, researchers in the 80s and 90s recorded some results about the interactions between distributive justice and procedural justice. Two of their most relevant findings are highlighted below:<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>A) If employees perceived the procedures as fair, even if the distribution was inequitable (i.e., outcomes are unfavourable) they were less inclined to take destructive actions against those in authority.\u00a0 (Folger & Greenberg, 1985; Lind & Tyler, 1988; and Cropanzano & Folger, 1996).<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>B) Employees were more likely to react vigorously when both the outcomes were unfavourable, and the procedures that led to those outcomes were unfair. Tyler et al. (1987) stated that such development led to reduced performance. Furthermore, employees were more likely to organise collective action against the individuals who wronged them.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>A real eye-opener.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>But in what manner should employees be treated and how should communication be handled for their welfare? Interactional justice helps managers understand interpersonal relations at the workplace.\u00a0<\/span><\/span><\/span><\/span><\/div>\n

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3) Interactional justice<\/span><\/b><\/span><\/span><\/span>
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This type refers to the fairness of interpersonal treatment. Bies & Moag (1986) advised that such fairness should be based on four criteria:<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>– truthfulness<\/span><\/span><\/span><\/span><\/div>\n
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– respect<\/span><\/span><\/span><\/span><\/div>\n
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– propriety of questions<\/span><\/span><\/span><\/span><\/div>\n
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– justification<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>They explained that negative angles to those criteria communicated to the employee that he\/she has been unfairly treated on an interpersonal level.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>Interactional justice is also essential during change programmes because of the social accounts provided. For example, adequate justification may help reduce moral outrage that leads to negative behaviours. It also maintains a more positive image of the leader and better supervisor-subordinate relations (Cobb et al. 1995). There’s an additional motivation for ensuring that employees are treated with professional courtesy. Cobb & Wooten (1998) explained that social accounts help reduce dysfunctional attitudes and behaviours following disappointing decisions and may even provide the motivation for change.\u00a0<\/span><\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>Perhaps one of the most compelling findings about interactional justice was given by Blader & Tyler (2000). They linked interactional justice to affective commitment<\/span><\/a>, the strongest type of commitment \u2014 which is the emotional attachment to an organisation.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>Conclusion<\/span><\/b><\/span><\/span><\/span>
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\n<\/span><\/span>The three types of justice are best understood when they interact with each other rather than in isolation. They influence, and in some cases, predict the attitudes and behaviours of employees in the organisation.<\/span><\/span><\/span><\/span><\/div>\n<\/div>\n<\/div>\n
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In recent times, extensive research in organisational justice<\/span><\/a><\/span><\/span><\/span><\/span> has\u00a0<\/span><\/span><\/span><\/span>provided new angles to this crucial management issue. However, one irrefutable fact, backed by numerous studies in organisational behavioural science is worth highlighting:<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span><\/span><\/strong><\/em>When employees perceive that they’re unfairly treated, they’ll display negative attitudes or engage in destructive behaviours that will have dire effects on the organisation. <\/span><\/span><\/span><\/span><\/span><\/span>Unfair treatment includes unfavourable outcomes from their employer, unfair procedures used to determine those outcomes or poor interpersonal treatment.<\/span><\/div>\n<\/div>\n<\/div>\n
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Remember that the productivity wheel cannot function effectively without committed, engaged employees.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>Know that organisational justice shapes employees’ perceptions, which impacts everything at work.<\/span><\/span><\/span><\/span><\/div>\n

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\n<\/span>So, which would your organisation rather be? A productive work environment where fairness is championed, or the alternative \u2014 a sinking ship?<\/span><\/span><\/span><\/span><\/div>\n<\/div>\n<\/div>\n
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N.B-<\/u><\/b><\/span> First image courtesy of Winnond via freedigitalphotos.net. Second, third and fifth images courtesy of Stuart Miles via freedigitalphotos.net. Fourth image courtesy of David Castillo Dominici via freedigitalphotos.net.<\/span><\/div>\n
<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Fairness isn’t a wishy-washy sentiment to be scoffed at. It influences attitudes and behaviours at the workplace. Get the facts and save your organisation from disaster.<\/p>\n","protected":false},"author":2,"featured_media":3081,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[1],"tags":[535,556,574,620,649,693,695,718,825],"class_list":["post-34","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-distributive-justice","tag-employees","tag-fairness","tag-interactional-justice","tag-management","tag-organisational-behavioural-science","tag-organisational-justice","tag-procedural-justice","tag-workplace"],"jetpack_publicize_connections":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2016\/09\/Injustice-scale-freedigitalphotos.net-Winnond.jpg?fit=400%2C400&ssl=1","jetpack_sharing_enabled":true,"jetpack_likes_enabled":true,"jetpack-related-posts":[{"id":96,"url":"https:\/\/lucilleossai.com\/blog\/2012\/03\/24\/communications-strategy-paving-the-way-to-a-healthy-corporate-image\/","url_meta":{"origin":34,"position":0},"title":"Communications Strategy – Paving The Way To A Healthy Corporate Image","author":"Lucille Ossai","date":"March 24, 2012","format":false,"excerpt":"This insightful article, published by the reputable BusinessDay newspaper, explores the impact of the Communications Strategy on attitudes and behaviours in the organisation. It also stresses how the Communications Strategy fuels a healthy corporate image. This detailed piece is recommended for corporate communication personnel, HR professionals, and management executives.","rel":"","context":"In \"communications\"","block_context":{"text":"communications","link":"https:\/\/lucilleossai.com\/blog\/tag\/communications\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-2Z16q6czNqs\/V3QHkIGBN2I\/AAAAAAAADQo\/66Nsb4ImnycMH6ATQhPPmA4bprXd2nFPACLcB\/s640\/business%2Bcommunications.jpg?resize=700%2C400&ssl=1 2x"},"classes":[]},{"id":77,"url":"https:\/\/lucilleossai.com\/blog\/2013\/05\/25\/the-impact-of-communications-on-business-relationships\/","url_meta":{"origin":34,"position":1},"title":"The Impact Of Communications On Business Relationships","author":"Lucille Ossai","date":"May 25, 2013","format":false,"excerpt":"Find out two surprising ways communications influence business relationships: by fostering positive attitudinal and behavioural tendencies in the organisation and by boosting corporate reputation. This article will persuade management that effective communications favourably shapes the organisation. All those in executive functions would find the article useful.","rel":"","context":"In \"business\"","block_context":{"text":"business","link":"https:\/\/lucilleossai.com\/blog\/tag\/business\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-dqMj-FBRe3M\/UaDt0y-RhfI\/AAAAAAAAAqk\/_KztINVBGow\/s640\/Businessmenaroundtick-freedigitalphotos.jpg?resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-dqMj-FBRe3M\/UaDt0y-RhfI\/AAAAAAAAAqk\/_KztINVBGow\/s640\/Businessmenaroundtick-freedigitalphotos.jpg?resize=350%2C200 1x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-dqMj-FBRe3M\/UaDt0y-RhfI\/AAAAAAAAAqk\/_KztINVBGow\/s640\/Businessmenaroundtick-freedigitalphotos.jpg?resize=525%2C300 1.5x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-dqMj-FBRe3M\/UaDt0y-RhfI\/AAAAAAAAAqk\/_KztINVBGow\/s640\/Businessmenaroundtick-freedigitalphotos.jpg?resize=700%2C400 2x"},"classes":[]},{"id":28,"url":"https:\/\/lucilleossai.com\/blog\/2017\/03\/14\/five-years-of-insightful-blogging-in-memorable-quotes-part-1\/","url_meta":{"origin":34,"position":2},"title":"Five Years Of Insightful Blogging…In Memorable Quotes (PART 1)","author":"Lucille Ossai","date":"March 14, 2017","format":false,"excerpt":"I\u2019ve been blogging for half a decade!Now that feat might not seem like a herculean task to some but it has been both challenging and rewarding for me.Challenging, because although I\u2018m passionate about communications and always striving to improve my skills and elevate my knowledge, there are times every month---and\u2026","rel":"","context":"In \"blogging.\"","block_context":{"text":"blogging.","link":"https:\/\/lucilleossai.com\/blog\/tag\/blogging\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/1.bp.blogspot.com\/-QqlKJq85nXE\/WMfNy06x6mI\/AAAAAAAADjE\/O4ek32dVmKMLQnME3BKB3MNeX8da7IXMgCLcB\/s640\/3D%2Bmen%2Bcelebrating%2B-%2Bfreedigitalphotos.net%2BCooldesign.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/1.bp.blogspot.com\/-QqlKJq85nXE\/WMfNy06x6mI\/AAAAAAAADjE\/O4ek32dVmKMLQnME3BKB3MNeX8da7IXMgCLcB\/s640\/3D%2Bmen%2Bcelebrating%2B-%2Bfreedigitalphotos.net%2BCooldesign.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/1.bp.blogspot.com\/-QqlKJq85nXE\/WMfNy06x6mI\/AAAAAAAADjE\/O4ek32dVmKMLQnME3BKB3MNeX8da7IXMgCLcB\/s640\/3D%2Bmen%2Bcelebrating%2B-%2Bfreedigitalphotos.net%2BCooldesign.jpg?resize=525%2C300&ssl=1 1.5x"},"classes":[]},{"id":95,"url":"https:\/\/lucilleossai.com\/blog\/2012\/04\/28\/the-impact-of-globalisation-on-the-new-employment-relationship\/","url_meta":{"origin":34,"position":3},"title":"The Impact Of Globalisation On The ‘New’ Employment Relationship","author":"Lucille Ossai","date":"April 28, 2012","format":false,"excerpt":"Get insights into how globalisation impacts actions and decisions of both the employer and the employee in today's evolving world.","rel":"","context":"In \"employee\"","block_context":{"text":"employee","link":"https:\/\/lucilleossai.com\/blog\/tag\/employee\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2019\/04\/Globalisation-pix.gif?fit=800%2C508&ssl=1&resize=350%2C200","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2019\/04\/Globalisation-pix.gif?fit=800%2C508&ssl=1&resize=350%2C200 1x, https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2019\/04\/Globalisation-pix.gif?fit=800%2C508&ssl=1&resize=525%2C300 1.5x, https:\/\/i0.wp.com\/lucilleossai.com\/blog\/wp-content\/uploads\/2019\/04\/Globalisation-pix.gif?fit=800%2C508&ssl=1&resize=700%2C400 2x"},"classes":[]},{"id":61,"url":"https:\/\/lucilleossai.com\/blog\/2014\/08\/31\/the-dying-art-of-managing-the-psychological-contracts-of-employees\/","url_meta":{"origin":34,"position":4},"title":"The Dying Art Of Managing The Psychological Contracts Of Employees","author":"Lucille Ossai","date":"August 31, 2014","format":false,"excerpt":"Every professional in gainful employment has a psychological contract. Knowing how to manage it effectively makes the difference between favourable results and dismal outcomes at the workplace. As a concise article drawing upon findings from researchers in the field of organisational behavioural science, this post will interest both Management and\u2026","rel":"","context":"In \"communication\"","block_context":{"text":"communication","link":"https:\/\/lucilleossai.com\/blog\/tag\/communication\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-qeF60RgtHXg\/VAIXsqAn0OI\/AAAAAAAAB7M\/9VNWFJAzVps\/s1600\/Torn%2Bcontract%2B-%2Bfreedigitalphotos.com%2BNongpimmy.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/3.bp.blogspot.com\/-qeF60RgtHXg\/VAIXsqAn0OI\/AAAAAAAAB7M\/9VNWFJAzVps\/s1600\/Torn%2Bcontract%2B-%2Bfreedigitalphotos.com%2BNongpimmy.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-qeF60RgtHXg\/VAIXsqAn0OI\/AAAAAAAAB7M\/9VNWFJAzVps\/s1600\/Torn%2Bcontract%2B-%2Bfreedigitalphotos.com%2BNongpimmy.jpg?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/3.bp.blogspot.com\/-qeF60RgtHXg\/VAIXsqAn0OI\/AAAAAAAAB7M\/9VNWFJAzVps\/s1600\/Torn%2Bcontract%2B-%2Bfreedigitalphotos.com%2BNongpimmy.jpg?resize=700%2C400&ssl=1 2x"},"classes":[]},{"id":69,"url":"https:\/\/lucilleossai.com\/blog\/2014\/01\/14\/why-commitment-would-always-matter\/","url_meta":{"origin":34,"position":5},"title":"Why Commitment Would ALWAYS Matter","author":"Lucille Ossai","date":"January 14, 2014","format":false,"excerpt":"Don\u2019t yawn. I know that organisational commitment is often overlooked in the plethora of management-related themes because it is considered pass\u00e9\u00a0or\u00a0simplistic. More \u2018important\u2019 themes such as employee engagement, organisational effectiveness, culture and leadership tend to dominate serious discussions. 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