INFLUÊNCIA DA JUSTIÇA ORGANIZACIONAL E SISTEMAS DE CONTROLE GERENCIAIS NO COMPROMETIMENTO ORGANIZACIONAL

Abstract

Organizational commitment is a relevant aspect to be considered for achieving strategies in both private and public organizations, as it reflects the integration between personal values and organizational goals. Focusing on the managerial control line, this study aimed to evaluate the influence of organizational justice (OJ) and managerial control systems (MCS) on organizational commitment. Using the three-component model of Meyer and Allen (1991), which divides commitment into affective, normative, and continuance dimensions, the study investigated how commitment may be influenced by the independent variables OJ and MCS. Previous literature indicates that both organizational justice which includes fairness and interpersonal treatment—and managerial control systems—highlighted by Simons’ (1995) levers of control, responsible for strategy implementation and monitoring—directly impact employee engagement and productivity. The study sample was limited to technical-administrative staff at a public educational institution, specifically the Federal Institute of Education, Science and Technology of Mato Grosso do Sul (IFMS). An experimental and quantitative approach was adopted, with data collected via an online instrument using the Qualtrics® platform. Statistical analyses included Student's t-test, ANOVA, and Post Hoc Tukey test. The research design followed a 2x2 factorial configuration, creating four observation groups based on the presence or absence of the independent variables (OJ and MCS). The results showed that, within the studied context, the presence of organizational justice, compared to its absence, did not produce a statistically significant increase in commitment levels. However, when present, the managerial control system had a positive and statistically significant influence, particularly on the normative commitment dimension. The combined analysis of the variables did not statistically support a significant difference based on their presence or absence, though the mean difference highlighted the normative dimension as the most impacted. These findings contribute by showing that institutional practices which encourage core values, appropriate conduct, monitoring, and open dialogue have a positive effect on commitment, fostering a sense of loyalty among technical-administrative staff. Practically, the research demonstrates that organizations can utilize managerial control systems to strengthen commitment and achieve their objectives. Theoretically, it enhances the understanding of organizational commitment through an experimental approach, contextualized within public education institutions.