Multitasking as Mediator on the Relationship Between Organizational Justice and Employee Work Performance
DOI:
https://doi.org/10.65339/ijsair.V2.I2.411Keywords:
Management, Organizational Behavior, Organizational Justice, Multitasking, Employee Work Performance, Mediating Effect, PhilippinesAbstract
This study examined the mediating role of multitasking on the relationship between organizational justice and employee work performance among employees of the Department of Labor and Employment (DOLE) and its attached agencies in Region XI, Philippines. A quantitative, descriptive-correlational research design was employed, involving 452 regular rank-and file employees selected through stratified sampling. Data were collected using three sets of adapted questionnaires measuring organizational justice, multitasking, and employee work performance. Descriptive statistics, Pearson Product Moment Correlation, and Sobel’s Test were used for data analysis. Results showed that organizational justice and employee work performance were rated very high, while multitasking were rated moderate. Organizational justice had a significant positive relationship with employee work performance, and multitasking also showed a significant relationship with performance. Further analysis confirmed that multitasking partially mediated the relationship between organizational justice and employee work performance. The findings supported Social Exchange Theory, indicating that fair organizational practices directly enhance performance and indirectly influence it through multitasking. The study contributed empirical evidence on multitasking as a mediating mechanism and provided insights for developing fairness-based and performance-oriented interventions in public sector organizations.
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