Organizational Justice and Employee Engagement: Evidence from Telecommunication Companies in Mogadishu, Somalia

Abstract

This research explores the role of organizational justice in shaping employee engagement among telecommunication firms in Mogadishu. It focuses on how the three dimensions of justice—distributive, procedural, and interactional—influence employees’ overall perceptions of fairness and how these perceptions, in turn, impact their level of engagement. A quantitative cross-sectional approach was adopted, with data collected from 153 employees across major telecommunication companies through a structured survey instrument. The proposed relationships were examined using Partial Least Squares Structural Equation Modeling (PLS-SEM) implemented in SmartPLS 4. The results indicate that all three justice dimensions significantly and positively contribute to employees’ perceptions of organizational justice. In addition, organizational justice was found to have a strong positive effect on employee engagement, reflected in employees’ vigor, dedication, and absorption. These findings underscore the critical role of equitable reward systems, transparent procedures, and respectful managerial interactions in promoting engagement. While the study is constrained by its cross-sectional design and industry-specific focus, it offers meaningful theoretical and practical contributions. In particular, it suggests that managers should prioritize fairness-based practices to strengthen employee motivation, commitment, and performance. The study also enriches the literature by presenting empirical evidence from a relatively underexplored developing economy context, emphasizing organizational justice as a key determinant of employee engagement.