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1.0 INTRODUCTION

Employees’ perceptions of fairness in organizational settings, also known as organisational

justice, influence their attitudes and behaviour and consequently their performance and the

organisation’s success. The degree of fair treatment compared to others received by employees

has been proposed to influence their performance which may include their intention to stay or

leave the organization. Although companies spend millions of dollars each year in their attempts

to comply with fair employment laws, many firms continue to have problems with employees

who perceive unfair treatment in employment practices (Lemons & Jones, 2001).

Previous research shows the importance of different dimensions of organizational justice

and its relationship with pay satisfaction, job satisfaction, commitment and turnover intention.

The present study is focused on perception of organizational justice in terms of its three main

part; distributive justice, procedural justice and interactional justice and its impact on

organizational commitment.

There are three types of organisational justice which have different impact. The first type is

distributive justice which refers to the perceived fairness of the outcomes employees receive.

Second type of organisational justice is procedural justice. It describes the perceived fairness of

the means used to determine those outcomes. Meanwhile the third type of organisational justice

which is interactional justice will perceive fairness of the process that leads to outcomes. All

three types of justice may give different impact on employees’ commitment. Therefore, this

study is conducted to determine the relationship between employees’ perceptions on

organisational justice and employees’ commitment, the type of organisational justice that give

the biggest impact on employees’ commitment, and how do employees attempt to create fair

policies or procedure in workplace.

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2.0 RESEARCH OBJECTIVES

The research project is conduct to explore and investigate the following:

i. Degree of employees’ perception on organizational justice

ii. Level of employees’ commitment towards the organization

iii. Relationship between organizational justice and organizational commitment

3.0 RESEARCH QUESTIONS

This study address three research questions which as follows:

i. What is the degree of employees’ perception on organizational justice?

ii. What is the level of employees’ commitment towards the organization?

iii. What is the relationship between organizational justice and organizational commitment?

4.0 SCOPE OF STUDY

Generally there are many factors that influence employees’ commitment towards the

organization, it includes compensation, environment, emotional intelligence (EI), organizational

justice and others. Amongst all of the factors, one of them is organizational justice.

Organisational justice concerned with people’s fairness perceptions in their employment

relationship. These perceptions will directly influence their commitment in that particular

organization. Therefore, this research study will focus on organizational justice as in the

employees’ fairness perceptions and its impact on organizational commitment.

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5.0 RATIONALE OF STUDY

From researcher’s observation, workers in Pertubuhan Peladang Negeri Perak always have

talked regarding organizational justice and the way they perceived organizational justice is

different from one another. Their different perception will directly influence their commitment in

the organization. Therefore, this research study is conducted to determine the relationship

between the perceived organizational justice and organizational commitment.

6.0 SIGNIFICANT OF STUDY

As the research study focused on the relationship between organizational justice and

organizational commitment, thus this study tries to encourage workers to be more committed

towards their job. It is because the top management may use this research to determine how

workers perceived organizational justice in Pertubuhan Peladang Negeri Perak and how it will

influence organizational commitment. Organizational justice is clearly related to organizational

commitment, therefore the top management may plan the strategy which will lead to justice.

Other than that, this study will add to the existing literature regarding organizational justice and

organizational commitment. It can be used as the secondary resources for the future research.

7.0 DEFINITION OF TERMS

From the previous studies, many researchers had different perception in defining

organizational justice. According to Byrne and Cropanzano (2001), organizational justice is an

area of psychological inquiry that focuses on perceptions of fairness in the workplace. It is the

psychology of justice applied to organizational settings.

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Meanwhile, Greenberg (1990) defined organizational justice as the examination of fairness

within organizational parameters and emerges through work in social psychology focused at

insight at fairness aspects in social interactions. In addition, James (1993) defined

organizational justice as staff perceptions of fairness of treatment received from an organization

and their behavioral reaction to such perceptions.

Organizational justice was divided into three categories: distributive justice, procedural

justice and interactional justice. Distributive justice refers to the perceived fairness of the

outcomes employees receive (Lam, Schaubroeck, & Aryee, 2002). Alexander and Ruderman,

(1987) defined distributive justice as the perceived fairness of the allocation of resources by the

organization, meanwhile Klendauer and Deller (2009) defined distributive justice as the

perception of outcomes that are consistent with implicit norms for allocation.

The second category of organizational justice is procedural justice. Different from

distributive justice, procedural justice focus on the fairness of the process that leads to the

outcome. According to Alexander and Ruderman (1987), procedural justice refers to the

perceived fairness of the process used to make allocation decisions. Meanwhile Lam,

Schaubroeck and Aryee (2002) defined procedural justice as the perceived fairness of the

means used to determine those outcomes. Another definition of procedural justice by Folger

and Cropanzano (1998) defined it as the perceptions of fairness regarding the methods,

mechanisms, and processes used to determine these outcomes.

The third category of organizational justice is interactional justice. Bies and Moag (1986)

said, people also judge the fairness of the interpersonal treatment they receive as organisational

procedures are enacted. In other words, interactional justice can be defined as the nature of the

relationship between the employee and his/her supervisor (Mohyeldin & Suliman, 2007). Other

than that, interactional justice justifies how the information was communicated and whether the

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individuals affected by a decision were treated in a courteous and civil manner (Bies and Moag,

1986).

The other side of this research study is organizational commitment. According to Allen and

Meyer (1990), it is a psychological state that binds the individual to the organization. Scholl

(1981) defined organizational commitment as a stabilizing force that acts to maintain

behavioural direction when expectancy/equity conditions are not met and do not function. It is

supported by Brickman (1987) which defined organizational commitment as a force that

stabilizes individual behaviour under circumstances where the individual would otherwise be

tempted to change that behaviour. Another definition by O’Reilly and Chatman (1986) said that

organizational commitment as the psychological attachment felt by the person for the

organization; it will reflect the degree to which the individual internalizes or adopts

characteristics or perspectives of the organization.

Organizational commitment also divided into three categories: affective commitment,

continuance commitment and normative commitment. According to Allen and Meyer (1990),

affective commitment is an affective or emotional attachment to the organization such that the

strongly committed individual identifies with, is involved in, and enjoys membership in, the

organization. Meanwhile, continuance commitment reflects pressures on an employee to remain

with an organization resulting from organizational obligations. On top of that, normative

commitment refers commitment associated with the costs that employees perceive are related

to leaving the organization (Allen & Meyer, 1990).

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8.0 LITERATURE REVIEW

Organisational justice is concerned with people’s fairness perceptions in their employment

relationship. Organizational justice indicates the examination of fairness within organizational

parameters and emerges through work in social psychology focused at insight at fairness

aspects in social interactions (Greenberg, 1990). The concept of organisational justice has been

used to define the role of the organisational justice in workplace. According to the definition of

Çakmak; organizational justice is the social norms and rules that determinate of the distribution

decision procedures of organizational source (prize and punishments) and the relationships

between employees within implementation of those procedures.

The concept of organisational justice extends traditional models of work behaviour that tend

to conceptualise job demands, job control and social support as the main factors determining

individual well-being and productivity (Baldwin, 2006). Fairness is a largely subjective construct,

which captures more basic elements of the social structure in which these other characteristics

operate (Baldwin, 2006). According to Baldwin (2006), examples of perceived injustices within

an organisation might include unequal pay for men and women doing same job; performance

reviews being conducted by someone with whom the employee has had little previous contact;

the use of personality inventories to select new staff; and arbitrary dismissals. In general,

organisational justice can be categorize into three types which are distributive justice;

procedural justice; and interactional justice. All three types of justice differ from each other and

may have different impact on employees’ commitment.

The other side of this research study is employees’ commitment. The commitment was

defined by Harold Guetzkov (1955) as a behavior that makes people ready against to a group,

people and idea. The commitment entails employees' belief in and acceptance of organizational

goals and values, their willingness to work towards accomplishing the organization's goals, and

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their strong desire to continue as an organizational member (Porter, Steers, Mowday and

Boulian, 1974). Commitment also reflects in the form of employees' intention to stay or leave the

organization, though it may be moderated with factors like opportunities available outside and

normative pressure to stay on the job (Hassan, 2002). The determination of the effects of the

organizational justice perception of employees on their organizational commitment is so

important for organizations. Because it is impossible for employees to feel committed or adopt

them to an organization that is perceived as unfair. The low commitment refers to employee

who can leave organization in every time. This situation causes increasing employee turnover

and low performance. The high employee turnover cause low customer satisfaction and

negatively effects customers’ perception of enterprises.

A research conducted by Irfan Yazicioglu and Isil Gokce Topaloglu (2009) focused on

determining the relationship between organizational justice and commitment. The research was

designed in accommodation establishments in Mugla and employees who work in

accommodation operations in Mugla province was the total population of the study. It was

showed that there was a significant relationship between organizational justice and

organizational commitment. When the relationship analyzed in term of the dimensions of

organizational justice, the highest relation was found between interactional justice and

organizational commitment. The dimensions of organizational justice and organizational

commitment also been analyzed in term of gender, education and working years. The means of

distributive justice, procedural justice, interactional justice and organizational commitment are

not significantly differ in term of gender. Meanwhile, the means of procedural justice,

interactional justice and organizational commitment are significantly differ in term of education

but not differ significantly in the mean of distributive justice. It showed that education have effect

over the procedural justice, interactional justice and organizational commitment, but doesn’t

have effect over distributive justice. In term of working years, the means of distributive justice,

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procedural justice, interactional justice and organizational commitment are significantly differ

and showed that working years have effect over the organizational justice and organizational

commitment. Therefore, it was concluded that the perceptions of organizational justice and its

dimensions by employees are not differ in term of gender. The highest organizational justice

and organizational commitment are seen at elementary education level and lowest level is seen

at college education level. In term of working years, the highest organizational justice and

organizational commitment level are seen at 6-10 working years and lowest level is seen at 11-

15 working years.

Meanwhile, a research conducted by Faisal Karim and Omar Rehman from Faculty of

Administrative Science, Air University of Pakistan on 2012, focused on analyzing the impact of

organizational justice, employee’s job satisfaction and employee empowerment on

organizational commitment of semi government organizations employee. The respondents who

involve employees of Civil Aviation Authority of Pakistan were selected. Authority of Pakistan is

chosen as sample organization mainly because of its relatively large and diverse manpower.

Karim and Rehman used organizational justice, job satisfaction, and employee’s empowerment

as the independent variables. For this study, researcher only focused on one of the independent

variable which is organizational justice. Based on the research conducted, it showed that

perceived organizational justice was strongly correlated with organizational commitment and

therefore strong correlation was observed between organizational commitment and perceived

organizational justice. According to Karim and Rehman (2012), subject to the fair treatment from

organization, employees tend to be more devoted. The policies, procedures and implementation

should be just and unbiased. In addition, employees should be briefed regularly regarding the

existing procedures and their implementation techniques (Karim & Rehman, 2012). The

employees having confidence in the fairness of organizational policies, its implementation

procedures would result in greater organizational commitment.

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In spite of the importance of officers’ perception of organizational justice and its influence

on organizational commitment, the policing literature lacks information about the relationship

between the factors. A study by Crow, Lee and Joo (2012) aimed to examine an indirect

influence of organizational justice on police officers’ commitment to their organization. The study

involved police officers employed by the Korean National Police Agency (KNPA), a centralized

police organization. The result showed that officers’ perception of organizational justice was

positively related with their level of organizational commitment. In addition, perception of

procedural and interactional justice had an indirect impact on the officers’ organizational

commitment through distributive justice. Lastly, perception of organizational justice showed an

indirect influence on organizational commitment through job satisfaction.

8.1 Distributive Justice

As the abovementioned, there are three types of organizational justice and the first type of

organisational justice is distributive justice. Early studies on organisational justice were more

focused on distributive justice. Distributive justice is actually grounded in Adams’ (1965) equity

theory. According to equity theory, a person look at others in a social setting, calculates his /her

perceived input outcome ratio and then compares this ratio with that of others. Equity exists if

the individual perceives that his/her ratio of inputs to outcomes received is similar to that of the

referent. On the other hand, inequity is presence when there is an unequal input-outcome ratio

between the individual and the referent other. This will lead to a feeling of unfairness

experienced by both parties and an attempt to resolve this discrepancy is made. Both parties

would rectify the unjust situation by either reacting psychologically or behaviorally. He/she may

make behavioral changes that increase or decrease his/her input or cause a change in received

outcomes. Besides, he/she may also react psychologically to change the perceived input/output

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ratio of self and/or referent (e.g altering perception of outcomes) (Greenberg, 1990). Distributive

justice was found to be related to such work outcomes as pay satisfaction, job satisfaction,

organizational commitment and trust in organizational (Cohen-Charash and Spector, 2001).

Distributive justice focuses on the fairness of outcomes of the manner in which the reward

allocation is taken into consideration (Muzumdar). In this research the distributive justice deals

with fairness in outcome irrespective of the procedure followed to achieve it. Distributive justice

plays an important role in individual employee performance where his performance is compared

with the performance of other employees. The biggest example of distributive justice is

distribution of sales commission as per the number of sales. Employees thinking of distributive

justice are largely based on their comparisons with other employees in the organization. As it

can be difficult to determine what constitutes an appropriate level of reward for a particular

degree of input, people tend to make this judgement in relative terms, looking for a contribution-

outcome ratio that is similar to that of their peers (Baldwin, 2006).

On the other hand, McFarlin and Sweeney (1992) considered pay rules, distributing tasks

and pay levels as forms of distributive justice in which the perceived fairness of the outcomes

received are judged. Pay administration, rule administration, work pace and latitude can be

considered as forms of procedural justice in which the perceived fairness of the methods used

to determine outcomes are judged (Ponnu & Chuah, 2010).

8.2 Procedural Justice

The second type of organizational justice which is procedural justice focuses on the

fairness of the manner in which the decision-making process is conducted (Folger & Konovsky,

1989). There occurs a shift in perception of an individual from what was decided to how the

decision was made (Cropanzano & Folger, 1991). In this research study, procedural justice

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deals with the fairness in the procedure of a decision taken irrespective of the fairness in the

outcome. Employees’ perceptions on procedural justice are likely to be enhanced if they are

given the chance to convey information and voice out their concerns before decisions are taken.

This can apply as much to general day-to-day working life and management practice as to

formal, one-off procedures such as disciplinary hearings (Baldwin, 2006). Psychologists have

argued that having a voice helps to fulfill particular needs such as the chance to be heard and

influence other people, as well as the confirmation of being valued as a participative group

member (Storey, 2000).

Both distributive and procedural justice are consistently found to be related to employee

work-related attitudes and behaviors (Greenberg, 1990). For example, Folger and Konovsky

(1989) reported distributive justice to be more strongly related to pay satisfaction than

procedural justice, whereas procedural justice was more strongly related to organizational

commitment and trust in supervisor than distributive justice.

Research conducted by Ponnu and Chuah (2010), said that both procedural and

distributive justice perceptions were significant contributors in explaining organizational

commitment. The reseach was conducted to investigate the relationship among organizational

justice, organizational commitment and turnover intention of Malaysian employees. The study

managed to obtain 200 respondents from various industrial backgrounds across organizations

in the country and it provides a high response rate of 86%. The research showed a highly

significant correlation between procedural justice and organizational commitment which

determined that employees who have high perception of procedural justice towards their

organization tend to have high organizational commitment and verse versa. The correlation

between distributive justice and organizational commitment was also highly significant and it

indicate that employees who have high perception of distributive justice towards their

organization tend to have high organizational commitment or verse versa. Since the perceptions

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of procedural and distributive justice were high, their organizational commitment was also high

and therefore employees will be more committed to their present employer if they perceived

higher fairness in the organization. The result of the research conducted by Ponnu and Chuah

also showed that procedural justice plays a more important role that distributive justice in

influencing employees’ organizational commitment. Therefore it is suggested that employees’

commitment with an organization could be significantly increased by enhancing organizational

fairness, particularly procedural justice. Managers should be aware that the fairness of

procedures used in allocating rewards and the voice afforded employees in the allcoation

process are more important than the fairness of the allocation of rewards in improving level of

employees’ commitment in the organization (Ponnu & Chuah, 2010). In addition, to increase

employees’ orgaizational commitment, managers should first improve the procedural justice and

hence increase overall levels of perceived justice by involving employees in the procedures for

making decisions and allocating rewards.

Another research by Nazim and Shahid also indicated the same result which both

distributive justice and procedural justice showed a significant positive relationship with

organizational commitment. The research conducted involved Medical Representatives of

Pharmaceuticals Companies operating in Pakistan and it aimed to investigate the relationship

between organizational justice, organizational commitment and turnover intention. The

correlation between distributive justice, procedural justice and organizational commitment was

found highly significant and therefore employees’ commitment to their organization increases

with increased perception of distributive and procedural justice. The management of

Pharmaceuticals companies is enjoined to pay special attention towards doing distributive

justice and procedural justice to medical representatives in order to increase the employees’

commitment to the organization because the results of the study indicated a significant positive

relationship between organizational justice and employees’ commitment.

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8.3 Interactional Justice

Interactional Justice is defined by sociologist John R. Schermerhorn as the degree to which

the people affected by decision are treated by dignity and respect. In some respects,

interactional justice falls under the umbrella term of procedural justice, but is significant enough

to be considered in its own right; it refers to the quality of the interpersonal treatment received

by those working in an organisation, particularly as part of formal decision making procedures

(Baldwin, 2006). Interactional justice is divided into two parts; the first part is called as

interpersonal justice and the second part is informational justice (Muzumdar). Interpersonal

justice is defined as the way in which a person is treated by his supervisors, subordinates etc.

Greenberg proposed to split interactional justice into two main elements: the quality of

treatment (respect and sensitivity), and explanations and information regarding decision making

(Greenberg 1993). These two elements were consequently treated as separate dimensions of

justice by some authors (Colquitt, 2001) and were named informational justice and interpersonal

justice. Interpersonal justice regards the quality of personal treatment, respect and sensitivity

(Greenberg, 1990). Honesty, respect and politeness generally increase interpersonal justice

perceptions (Colquitt, 2001). Informational justice focuses on the amount and quality of

information provided concerning procedures and outcomes (Colquitt 2001; Greenberg 1990).

Clarity, adequacy and sincerity of communications regarding a decision are important

antecedents of informational justice.

Despite of research conducted which focused on subordinates, there was also previous

research which studied on organizational commitment of managers in corporate mergers. It

involved managers on middle and senior level companies in Germany which varied in the

application of fairness rules. The study conducted by Klendauer and Deller (2009) aimed to

investigate whether perceptions of distributive, procedural and interactional juctice can explain

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the frequently reported low organizational commitment of managers in corporate mergers. The

results of the multiple regression analysis indicated that only the interactional justice coefficient

is significant, meanwhile distributive and procedural justice coefficients are not significant.

Klendauer and Deller concluded that interactional justice makes a unique contribution to

estimating affective commitment, but the three fairness dimensions do not have independent

effects when considered simultaneously. It was also recommended that top managers topay

extra attention to timely, candid and specific internal communication with thorough and

reasonable explanation of decisions, as well as the respectful treatment of managers. Moreover,

the results indicate that managers reacted positively to fairness because it conveys positive

relational signals, and because one can gain personal advantages through fair outcomes and

processes.

Well-designed systems that promote distributive, procedural and interactional justice profit

both individual, who will be satisfied that they have been fairly treated, and the organization,

which will maintain control over potential challenges and threats from its staff while reaping the

benefits of being an employer of choice (Baldwin, 2006). For example, Sheppard (1992) state

that equitable pay improves individual performance, equal treatment raises group spirit, voice

creates commitment to a decision, and access creates a loyal ally.

On the other hand, employee may respond in a number of different ways to a perceived

injustice, with varying degrees of impact on the organization. There is often a desire to name

and/or blame the person, procedure or system considered to be at fault (Sheppard, 1992). It is

commonly a person or group of people that comes under attack, as employees may not feel

inclined or qualified to question underlying organisational systems (Baldwin, 2006). Turnley and

Feldman (1999) summarise four possible responses to dissatisfaction that might apply to

employees who feel they have been unjustly treated; exit behaviour (negative/active) e.g leave

the organisation; withdrawal behaviours (negative/passive) e.g reduce one’s efforts; voice

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behaviours (positive/active) e.g file a grievance; and loyalty behaviours (positive/passive) e.g

ignore or try to rationalise the injustice.

9.0 RESEARCH FRAMEWORK

The research framework shows the connection of the three facets of independent variables with

the dependent variable of employee’s commitment.

Independent Variables (IV) Dependent Variable (DV)

Figure 1.0 : Research Framework

10.0 RESEARCH HYPOTHESES

Based on the model above, following hypotheses being developed:

H1: There is significant relationship between organizational justice and organizational

commitment.

H2: There is significant different in the level of employees’ commitment based on

demographic factors (i.e. age, gender, length of service) and organizational commitment.

Distributive justice

Organizational

CommitmentProcedural justice

Interactional justice

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H3: There is significant relationship between distributive justice and organizational

commitment.

H4: There is significant relationship between procedural justice and organizational

commitment.

H5: There is significant relationship between interactional justice and organizational

commitment.

11.0 RESEARCH METHODOLOGY

11.1 Research Design

Research design is a plan outlining how the information is to be gathered for an

assessment or evaluation that includes identifying the data gathering methods, the

instruments to be used, how the instrument will be administered and how the information

will be organized and analysed (Mondofacto, 2009). In this research study, researcher will

use exploratory research design. In order to collect primary data, questionnaire technique

will be used and data will be collected for an evaluation. According Sekaran (2002) an

exploratory study is undertaken when not much is known about the situation at hand, or

when no information is available on how similar problems or research issues have been

solved in the past. The aim will be to gain familiarity with the issues, and to gain a deeper

understanding about the topic.

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11.2 Place

The place which this research study will be done is Pertubuhan Peladang Negeri Perak

(PPN Perak) which located at Jalan Raja Dr. Nazrin Shah, Medan Gopeng, Perak.

Pertubuhan Peladang Negeri Perak was registered on 15th October 1984. Among activities

implement by PPN Perak are organizing the oil palm mini estate project which give the

biggest contribution to PPN Perak. PPN Perak also acts as a management agent of mini

estate owned by members. It is to help the members to manage their field economically.

Besides that, PPN Perak also gives the machinery service to farmers. In order to increase

the food production activity, PPN Perak also implement livestock integration project and

operate a petrol station which is Esso Peladang which located in Kuala Kangsar, Perak, to

complete the services toward farmers. There are a total of 300 workers been employed by

PPN Perak which consists of permanent and contract workers. The workers been placed

in main office at Medan Gopeng and another 30 branches around Perak.

11.3 Respondent

The population of this study consists of 300 workers of Pertubuhan Peladang Negeri

Perak, but the researcher will pick only 50% from the overall population which amounted

to 150 workers as the sample for this research. It is because researcher is using

exploratory research design, therefore 150 samples are appropriate.

Researcher will use probability sampling method which is random sampling to complete

this research. Random sampling is the most widely-used probability sampling method,

probably because it is easy to implement and easy to analyse. By using random sampling

method, all 150 samples have an equal chance of being selected from the entire

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population. From the total population of 300 workers, the researcher will pick randomly

150 samples from the list name of the workers.

11.4 Instrument

The questionnaire consists of three sections; section A provides questions regarding

demographic factors. In this section, nominal scale will be used to measure the

demographic factors which are gender, age, and length of service. Nominal scale is

appropriate in measuring demographic factors and also mutually exclusive. Moreover, it is

one of the scales that allow the researcher to assign subjects to certain categories or

groups (Sekaran and Bougie, 2010). Section B will measure the organizational justice

meanwhile section C will measure the organizational commitment. Scale used in both

Section B and C is ordinal scale. An ordinal scale allows the researchers to perform

certain arithmetical operations on the data collected from the respondents (Sekaran and

Bougie, 2010). Measurement of organizational justice and organizational commitment will

be based on Likert scale. The Likert scales will rank from 1 to 5 (1= Strongly Disagree, 2=

Disagree, 3= Neither agree Nor Disagree, 4= Agree and 5= Strongly Agree).

11.5 Data Collection

Data collection method is the technique in which data and information will compile and

gathered through observation, questionnaires and others (Sekaran, 2006). In this study,

researcher used two main sources of data which are primary and secondary data.

According to the Sekaran and Bougie (2010), primary data refer to information obtain first-

hand by the researcher on the variables of interest for the specific purpose of the study.

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For primary data, researcher will use questionnaire and distribute it to all respondents.

Questionnaires will be distributed to respondents by hand at the main office and through

mail for employees placed at branches and they will be given a week time to complete the

questionnaires. The advantage of primary data is that the researcher will present the

original and unbiased data. Moreover, primary data also give the amount of control to the

researcher which it allowed them to determine the type of method will be used in collecting

the data and the period take to get those data (Sekaran and Bougie, 2010).

Meanwhile for secondary data, researcher is using journals / literature review from

previous researchers which related to the research study. Relationship between

dependents in all studies was focused and demographic factors also being identified.

11.6 Data Analysis

Data analysis is very important and must be accurate in the research. Data are pieces of

information that represent the qualitative attributes of a variable or set of variables.

Furthermore, data analysis is process of interpreting data with the goal of highlighting

useful information, answering the research question, suggesting conclusion, and

supporting decision making.

In order to analyze the data, researcher used Pearson correlation analysis to determine

the relationship between dependents. It is link to the first, third, fourth and fifth hypotheses

developed which is there is a significant relationship between organizational justice,

distributive justice, procedural justice, interactional justice and organizational commitment.

Correlation analysis will show whether there is a significant relationship between those

dependents. In addition, t-test and chi-square test will be used to determine the different in

demographic factors.

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The data or responses collected were transferred to the computer for analysis after

appropriate coding process. Statistical Package to Social Science (SPSS) software was

used to conduct the statistical applications for this study.

12.0 LIMITATIONS OF STUDY

12.1 Time constraint

The researcher has only five month to conduct and complete this research. The main

constraint is that, the researcher does not have sufficient time to cope with this research

on the whole area of Pertubuhan Peladang Negeri Perak. It is because, other than

conducting this research, the researcher is also required to do the task and duty as a

trainee of the organization. A good time management is needed to cope with this problem.

Therefore researcher had prepared a schedule to organize and allocate the time more

effectively, so that there will be no time clashed between research activity and duty as

trainee.

12.2 Lack of experience

The researcher has limited skills and experience since it is the first time the researcher

has to conduct a research. To cope with this problem, the researcher met her advisors

twice a month to seek for guidance and advices in order to produce a good report and also

refer to seniors for any tips regarding research study. Other than that, researcher also

refers to internet to seek for more tips and search for literature review of previous

researchers that related to current study in order to gain more information and knowledge

related to current study.

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12.3 Cooperation from respondents

Since researcher is a new comer in the organization, it’s hard to get the cooperation from

the respondents. The respondents were curious if their particulars and answers in the

questionnaires be exposed to the top management. Therefore, in order to get the

cooperation from respondents to answer the questionnaire given, researcher needs to

convince the respondents that the questionnaire is used as data for research and the data

will be kept as private and confidential.