The Nexus Of Organizational Justice And Employee Engagement On Employee Performance In Tvri West Java
DOI:
https://doi.org/10.37676/jmea.v5i4.1764Keywords:
Organizational Justice, Employee Engagement, Performance, Social Exchange TheoryAbstract
This study aims to analyze the effect of organizational justice and employee engagement on employee performance at TVRI West Java. Utilizing a quantitative approach with an associative method, this study applied a total sampling (census) technique involving all 203 employees of TVRI West Java as respondents. Primary data were collected through Likert-scale questionnaires and analyzed using IBM SPSS Statistics version 27 through instrument testing, multiple linear regression analysis, t-test, F-test, and the coefficient of determination (R^2). The results indicate that both partially and simultaneously, organizational justice and employee engagement have a positive and significant effect on employee performance. These findings reinforce Social Exchange Theory, which posits that fair treatment and strong employee engagement foster positive reciprocity in the form of enhanced performance. Based on these results, the organization is advised to implement fair policies and cultivate a work environment that supports employee engagement to sustainably improve performance..
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