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Ca ee Shocks, Pe cei ed O ganiza ional Suppo and Jus ice in Nige ia: A Case o
Public Sec o Employees
ESISO Beau y1*, P o esso ISHIORO B. O2, ATUMAH An hony Oghenemene3
*1-3 DELSU Business School, Asaba, Del a S a e Uni e si y, Ab aka
2 Depa men o Economics, Del a S a e Uni e si y, Ab aka
Co esponding Au ho ESISO
Beau y
DELSU Business School, Asaba,
Del a S a e Uni e si y, Ab aka
A icle His o y
Recei ed: 19 / 07 / 2025
Accep ed: 28 / 10 / 2025
Published: 05 / 11 / 2025
Abs ac : In his s udy, we examined how ca ee shocks a ec pe cei ed o ganiza ional
suppo and jus ice in he Nige ian public sec o . Ca ee shocks we e examined a wo-le els –
du a ion, and con ollabili y o shocks; hence he dependen a iables a e o ganiza ional suppo
and jus ice while he independen a iable is ca ee shocks (du a ion and con ollabili y). A
su ey o 377 employees was sampled ou o he 395 employees in 8 local go e nmen a eas in
Del a S a e. The su ey da a collec ed we e e alua ed ia desc ip i e, pos -es ima ion and
in e en ial s a is ical echniques. The mul iple eg ession esul s e ealed no signi ican e ec o
ca ee shocks on pe cei ed o ganisa ional suppo (Model Chi2(3) = 8.54; P ob.=0.1289 > 0.05)
and o ganiza ional jus ice (Model Chi2(3) = 8.50; P ob. = 0.1307 >0.05) in he Nige ian public
sec o . The s udy he e o e concludes ha ca ee shocks insigni ican ly in luence he le el o
pe cei ed o ganisa ional suppo , and jus ice in he Nige ian public sec o . On he basis o he
indings, i ecommends ha public sec o o ganiza ions should emain esolu e in
communica ing suppo mechanisms o employees o become awa e and eel suppo ed. In
addi ion, public sec o o ganiza ions should cons an ly collec employees’ eedbacks on suppo
se ices o imp o e and ailo hem. Fu he mo e, because ca ee shocks do no a ec
o ganiza ional jus ice, he e is he need o con inuously ein o ce ai policies and anspa en
decision-making o sus ain o ganiza ional jus ice; his is equi ed o p omo e awa eness abou
o ganiza ional jus ice p inciples among employees and public sec o managemen in o de o
keep pe cep ions abou o ganiza ional jus ice posi i e.
Keywo ds: Ca ee shocks; Pe cei ed o ganiza ional suppo ; O ganiza ional jus ice; Public
sec o ; Volun a y u no e in en ions.
How o Ci e in APA o ma : ESISO, B., ISHIORO B.O. & ATUMAH, A.O. (2025). Ca ee Shocks, Pe cei ed O ganiza ional
Suppo and Jus ice in Nige ia: A Case o Public Sec o Employees. IRASS Jou nal o Economics and Business Managemen . 2(11),6-
14.
In oduc ion
Many Nige ians we e o ced o e-e alua e hei goals,
jobs, and li es as he COVID-19 pandemic s uck in he sp ing o
yea 2020. The high a e o a i ion and consequen sho age o
wo ke s caused ea ly s o e closu es, ai line ligh cancella ions, and
o he issues as he mask manda es loosened (Bi inci & Ambu gey,
2022). Employees' ab up ly al e ed ou looks on li e and wo k as a
esul o he pandemic's in e up ions we e ypically blamed o
his high dec eased o ganiza ional suppo and o ganiza ional
jus ice. The a e o o ganiza ional suppo and o ganiza ional
jus ice dec eased by 30 pe cen , and has con inued o dec ease
(Cook, 2021; Schimel, 2021; Shea he & Sla e y, 2021; Penn &
Nezamis, 2022).
Manda o y company closu es and ela ed changes in
consume demand du ing he ea ly mon hs o he COVID-19
pandemic in Ma ch and Ap il 2020 led o layo s and sepa a ions.
Al hough he a e o sepa a ions and layo s had dec eased by May
2020, o ganiza ional jus ice was s ill dec easing (Penn & Nezamis,
2022). While inancial ac i i ies and e ail and wholesale ade
dec eased sligh ly, i was disco e ed ha employees’ qui a es in
p o essional and business se ices, du able goods manu ac u ing,
and leisu e and hospi ali y con inued o ise in 2023, despi e ising
in la ion. Since he s a o he pandemic, many people's ideas
abou wha cons i u es meaning ul labou ha e e ol ed, and his
change in pe spec i e seems o be pe manen . Almos hal o
wo ke s will hink abou qui ing i hei job o wo kplace does no
align wi h he pe cei ed in es men o hei skills, ime, and
dedica ion (Gandhi & Robison, 2021).
Acco ding o a P icewa e houseCoope s poll conduc ed in
2022 among 678 co po a e execu i es ep esen ing a ange o
indus ies and company sizes, 77 pe cen o he execu i es iewed
ec ui men and e en ion o people as he mos i al ac o in hei
o ganiza ion's g ow h. In 2022 and subsequen yea s, he
execu i es s a ed ha hey in ended o in es mo e in a ac ing and
e aining alen s. Fea u e-o ien ed a iables, such as job
sa is ac ion and pay (Chan & Ao, 2019; Lee e al., 2017) o
embeddedness (Kalnbach, 2005), a e m o ne wo ks and
commi men s ha in isibly hold an indi idual o a cu en job in
spi e o po en ial dissa is ac ion o inadequa e pay, ha e o en been
he ocus o esea ch aimed a shedding ligh on po en ial ac o s
in luencing pe cei ed o ganiza ional suppo and o ganiza ional
jus ice
In he iews o Nelms e al. (2022), an employee's
compensa ion equen ly indica es how highly he company
ega ds hem. Since hei pay is a e lec ion o he alue hei
employe places on hem, employees a e undoub edly qui e
conce ned abou i . Pe haps mo e signi ican ly, wo ke s equen ly
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
7
obse e ha a di e en company alues hem as an employee by
paying hem mo e. Resea ch on he e ec o indi idual ac o s
including o ganisa ional commi men , job sa is ac ion, pe cei ed
o ganisa ional suppo , pe cei ed employabili y, o ganisa ional
jus ice, wo k-li e balance, ca ee de elopmen oppo uni ies,
employee s ess, and bu nou , on he in en ion o lea e an
o ganiza ion has inc eased since job ea u es ha e e ealed a
modes p edic i e abili y o pe cei ed o ganiza ional suppo and
o ganiza ional jus ice (Mi zaei e al., 2021; Lab ague & San os,
2021; Lee & Jang, 2020; Chami-Malaeb, 2021).
In ligh o he a o emen ioned, ea u e-based easons o
lea ing a e commonly epo ed (e.g., o ca ee de elopmen o
mo e money) (Akke mans e al., 2020). Ca ee shocks a e
equen ly iden i ied as a igge ing elemen when looking a o he
possible causes (Akke mans e al., 2021; Ho e e al., 2021; Nalis
e al., 2021). Ca ee shock is desc ibed as a dis up i e o
ex ao dina y e en ha is, a leas o some deg ee, caused by
ac o s ou side he ocal indi idual's con ol. I e e s o a
sudden/signi ican e en in an employee’s ca ee (e.g. being laid-
o , majo o ganiza ional change(s), o unexpec ed p omo ions ha
p omp e lec ion o e alua ion). Ca ee shocks o ce employees
o make hough ul assessmen s o hei posi ions and s a he
psychological analysis ha goes in o lea ing an o ganiza ion; his
analysis and delibe a ion p ocess may e eal ha one's alues and
objec i es do no align wi h he o ganiza ion, a e which o he
aspec s, such as compensa ion and job sa is ac ion, a e conside ed
by employees.
Fu he mo e, a shock e en ha many employees go
h ough migh no cons i u e a ca ee shock o e e yone in ol ed.
Fo an occu ence o quali y as a ca ee shock, i mus igge
hough s o o ganiza ional suppo and jus ice and o he job- ela ed
ou comes. Gaining a be e unde s anding o ca ee shock is c ucial
since esea ch indica es ha i is he p ima y cause o dec eased
o ganiza ional suppo and o ganiza ional jus ice and common
igge ing ac o (Ho e e al., 2021; Nalis e al., 2021). This s udy
in es iga es he connec ion be ween ca ee shocks, pe cei ed
o ganiza ional suppo and jus ice, building on p e ious s udies on
he subjec . The s udy looked in o he link be ween du a ion, and
con ollabili y o ca ee shocks and how hey in e ac wi h
pe cei ed o ganiza ional suppo and o ganiza ional jus ice
Re iew o Rela ed Li e a u e
Ca ee Shocks
O e he yea s, empi ical s udies ha e ocussed on how
ca ee shocks in luence ca ee decision-making, ansi ions, and
o he wo k- ela ed ou comes in an inc easingly igo ous and
inde e mina e labou ma ke ; howe e , hese empi ical s udies had
ailed o asce ain he ex en s o which ca ee shocks a ec
olun a y u no e in en ions o employees in he public sec o ,
pa icula ly as i conce ns de eloping coun y like Nige ia. A ising
om his gap, p io s udies ha e e ealed ha ca ee shocks a ec
no only immedia e job decision bu also long- e m ca ee pa h. Fo
ins ance, Akke mans e al. (2018) showed ha ca ee shocks lead
o majo ca ee swing, p edominan ly o employees wi h high
ca ee adap abili y. Mo eo e , he ex an li e a u e sugges s ha
esponses o ca ee shocks a e mode a ed by dynamics such as
pe sonali y ai s, suppo sys em, and p io wo k expe ience
(Nalis, Kubicek & Ko unka, 2021; O hman, e al, 2022; Ga y,
2023).
Rema kably, i has been ound ha employees o
indi iduals om di e en backg ounds and cul u e may expe ience
and espond o ca ee shocks in di e en ways (Nyamo i, 2020;
Pa sns, 2022; Ga ne , 2024). Also, wi h he eme gence o
con ollable ca ee pa h and sel -ca ee managemen in he ea ly
1990s, he issue o unexpec ed e en s such as ca ee shocks, was
no widely in es iga ed (Akke mans, e al., 2021; Akke mans &
Kubasch, 2017). Though much mo e is known abou ca ee shocks
han a couple o yea s ago, howe e , he e emains much o lea n.
Mos ecen ly, ca ee shocks a e inc easingly widely acknowledged
as i al elemen s o ca ee de elopmen in he s a egic human
esou ce managemen li e a u e (Akeem, 2020; Alison, 2020;
Tu ulla1 & Bya uhanga, 2021; Mohammed, Mohammed & Gana,
2022; O ob uku & Nwakoby, 2023).
Recen schola ship has mo ed beyond de ining ca ee
shocks o explo ing hei dimensional p ope ies, no ably: alence,
equency, in ensi y, du a ion, and con ollabili y.
Unde s anding hese dimensions is c ucial o indi iduals, ca ee
counsello s, and o ganiza ional leade s who aim o suppo
e ec i e ca ee managemen in dynamic en i onmen s. Gi en he
dynamic na u e o he cu en labou ma ke whe e employees seek
o swi ch job consciously and he desi e o ob ain mo e g eene
pas u e, i is i al o unde s and how hese e en s (ca ee shocks)
in luence o ganiza ional ou comes and mo e impo an ly
o ganiza ional jus ice and pe cei ed o ganiza ional suppo .
Consequen ly, his s udy examined how ca ee shocks a 2-
le el (du a ion and con ollabili y) in luence pe cei ed
o ganiza ional suppo and jus ice o public sec o employees in
Nige ia. By unde s anding ca ee shocks and how hey a ec
employees, he public sec o can de elop s a egies aimed a
p oac i ely p epa ing/speedily in e ening, and p e en ing
o ganiza ional shock. Fi s , he e m "du a ion" e e s o he leng h
o ime ha he e ec s o a ca ee shock las ; some shocks a e
sho -li ed and acu e, while o he s can ha e long-las ing e ec s
ha las o mon hs o e en yea s. While some shocks may cause
empo a y dis up ion, o he s, like illness o eloca ion, may ha e
long- e m e ec s on he employees (Akke mans e al., 2021).
Resea ch indica es ha longe -du a ion shocks a e equen ly
associa ed wi h ch onic s esso s, like economic ecession o long-
e m unemploymen (F oehlich, 2021). On he o he hand, sho -
e m shocks, like a disag eemen wi h a supe iso , may be se e e
bu e en ually subside i handled well.
The du a ion migh no coincide wi h he ac ual shock. Fo
example, a job loss may be a sho -li ed e en , bu i s e ec s on
one's ca ee and men al heal h may las o yea s (Hol om e al.,
2017; Alison, 2020). On he o he hand, some shocks—like a bad
pe o mance e iew—may eel signi ican a i s bu pass as .
Resea che s s ess ha du a ion a ec s eco e y and adjus men
ajec o ies by in e ac ing wi h in ensi y and con ollabili y
(Akke mans e al., 2020). The li e a u e has shown ha pe sis en
shocks can ha e long- e m impac s on ca ee pla eauing, ex ended
unemploymen and ca ee s agna ion, and delayed p o essional
de elopmen because o pa en al lea e o ca egi ing
esponsibili ies (Da winbox, 2024).
Second, deg ee o which a pe son belie es hey can con ol
o a ec he esul s o he ca ee shock is known as con ollabili y.
This dimension is highly compa ible wi h concep s like sel -
e icacy (Alison, 2020) and locus o con ol (Ga ne , 2024). The
deg ee o which employees can a ec and/o manage he shock
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
8
(e.g., olun a y job change) is known as con ollabili y o shock.
Ca ee shocks can be ei he in e nally o ex e nally con olled,
meaning hey can be caused by in e nal ac o s like qui ing a bad
wo kplace o ex e nal ac o s like layo s b ough on by ma ke
down u ns.
The deg ee o which con ollabili y in luences how people
pe cei e, analyse, and eac o ca ee shocks is subs an ial. The
likelihood o p oac i e coping and ca ee c ea ion beha iou s is
highe among hose who eel mo e in con ol (Managemen No e,
2024). I has been demons a ed ha con ollabili y media es he
associa ion be ween ca ee shocks and psychological well-being,
employabili y, and job sa is ac ion (Akke mans e al., 2021). In
addi ion o encou aging goal edi ec ion and adap a ion, pe cei ed
con ol can mi iga e he de imen al emo ional e ec s o shocks
(O hman e al., 2022).
Pe cei ed O ganiza ional Suppo
Employees who belie e hei con ibu ions a e alued and
ha he company ca es abou hem a e said o ha e pe cei ed
o ganisa ional suppo (Mokh a i e al., 2018). Al hough
Eisenbe ge suppo s he idea o pe cei ed o ganisa ional suppo ,
la e esea che s mos ly concen a ed on he c ea ion o a
measu emen scale, he a iables in luencing pe cei ed
o ganisa ional suppo , and he empi ically demons a ed bene icial
impac o pe cei ed o ganisa ional suppo on employee
sa is ac ion. Th ee b oad ypes o pe cei ed o ganisa ional suppo
ea men — ai ness, supe iso suppo , o ganisa ional ewa ds,
and employmen condi ions—should aise pe cei ed o ganisa ional
suppo , acco ding o o ganisa ional suppo heo y (Nazem, 2017).
Few s udies ha e examined i s media ing ole in he ela ionship
be ween o ganisa ional c ea i i y and employee sa is ac ion,
despi e he ac ha he majo i y o s udies ha e e alua ed he
ela ionship be ween employees' iews o a ou able ea men and
pe cei ed o ganisa ional suppo .
The i s is supe iso suppo , which shows how wo ke s
acqui e b oad opinions abou how much hei con ibu ions a e
alued by he company and how much hey ca e abou hei
wel a e (i.e., pe cei ed supe iso suppo ). Employees see hei
supe iso 's posi i e o nega i e a i ude owa ds hem as a sign o
he o ganiza ion's suppo because supe iso s se e as
ep esen a i es o he o ganisa ion, asked wi h managing and
assessing he pe o mance o hei subo dina es. Addi ionally,
employees unde s and ha supe iso s’ e alua ions o subo dina es
a e o en con eyed o uppe managemen , u he con ibu ing o
employees’ associa ion o supe iso suppo wi h pe cei ed
o ganiza ional suppo . Suppo om supe iso s has also been
assessed wi h ela ed measu es in ol ing leade –membe exchange
(Sei zadeh & Gha a i, 2016).
Fai ness comes in second; p ocedu al jus ice add esses how
equi able he me hods a e o alloca ing esou ces o s a membe s
(Tulubas & Celep 2012). Acco ding o Youse i and Mohammadian
(2015), consis en ai ness in esou ce alloca ion decisions should
ha e a signi ican cumula i e impac on pe cei ed o ganisa ional
suppo by demons a ing a ca e o he wellbeing o employees.
Geo ge e al. (2016) made a dis inc ion be ween p ocedu al
jus ice's social and s uc u al componen s. Fo mal no ms and
p ocedu es pe aining o decisions ha impac employees a e
known as s uc u al de e minan s. These include ecei ing co ec
in o ma ion, gi ing employees enough no ice be o e decisions a e
enac ed, and allowing hem o oice hei opinions (i.e., employee
inpu in he decision p ocess). The quali y o in e pe sonal
ea men in esou ce alloca ion is one o he social dimensions o
p ocedu al jus ice, o en known as in e ac ional jus ice.
Nume ous esea ch only included a collec ion o
o ganisa ional suppo me ics, like ewa ds and be e wo king
condi ions. Acco ding o Asga i e al. (2022), pe cei ed
o ganisa ional suppo should be posi i ely co ela ed wi h human
esou ce s a egies ha acknowledge employees' con ibu ions. In
o de o os e o ganisa ional suppo , managemen migh use a
ange o incen i es and job condi ions dynamics (such as
compensa ion, job secu i y, ecogni ion, p omo ion, ole au onomy,
ole s esses, aining, e c.). O ganisa ional suppo heo y s a es
ha a ac i e ewa d oppo uni ies con ey a posi i e assessmen o
wo ke s' con ibu ions, which in u n enhances he pe cep ion o
o ganisa ional suppo .
Role au onomy is he idea ha wo ke s ha e con ol o e
how hey do hei du ies, including scheduling and wo king
me hods. High au onomy should imp o e pe cei ed o ganisa ional
suppo by demons a ing he o ganiza ion's ai h in wo ke s o
make in o med decisions abou how o pe o m hei job asks
(Jalilian & Ba mani, 2022). Role s esses a e demands om he
wo kplace ha employees belie e hey can' handle (Knoll e al.,
2021). S esso s should lowe pe cei ed o ganisa ional suppo o
he deg ee ha wo ke s a ibu e job- ela ed s esso s o
ci cums ances ha he o ganisa ion can manage a he han
ci cums ances ha a e pa o he job o he esul o ex e nal
p essu es on he o ganisa ion.
Job aining is a disc e iona y p ac ice ha communica es
an in e es in he employee, inc easing pe cei ed o ganisa ional
suppo , acco ding o Youse i and Mohammadian (2015). As a as
he esea che is awa e, he e a en' many empi ical s udies ha
ha e e alua ed he media ing e ec s o pe cei ed o ganisa ional
suppo in he ela ionship be ween o ganisa ional c ea i i y and
employee sa is ac ion o Nige ia elecommunica ion companies,
despi e he ac ha i may be iewed as a media o a iable.
O ganiza ional Jus ice
Jus ice is a b oad, mul i ace ed e m ha is linked o he
inabili y o ecognise and a ionally adhe e o di e ences in a
a ie y o academic ields. The deg ee o which employee
in e ac ions, p ac ices, and ou comes a e equi able is known as
o ganisa ional jus ice. Acco ding o Mokh a i, Seyyedin, and
Sa a i (2018), di e en employees espond o hei pe cep ions o
o ganisa ional jus ice, which hey de ine as ai ness o beha iou in
an o ganisa ion. Acco ding o Geo ge (2016), an o ganisa ion mus
be equi able in i s plans o dis ibu i e, p ocedu al, and
in e ac ional ai ness in o de o gua an ee ha i s employees a e
dedica ed, loyal, and con en .
Acco ding o ea lie esea ch (Smi hik ai & Suwannade ,
2018; Mohk a i e al., 2018), u no e in en ion has a subs an ial
and in e se ela ionship wi h o ganisa ional ai ness. In e es ingly,
employees a e less likely o in end o lea e hei jobs when jus ice
o ganisa ions police he law mo e e ec i ely (Geo ge, 2016).
Addi ionally, Youse i and Mohammadian (2015) emphasised ha
employees a e mo e likely o s ay wi h an o ganisa ion i hey
belie e i o be ai
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
9
Theo e ical F amewo k
This s udy was ancho ed on ca ee shocks heo y - a
dis up i e and ex ao dina y e en ha is, a leas o some deg ee,
caused by ac o s ou side he ocal indi idual's con ol and ha
igge s a delibe a e hough p ocess conce ning one's ca ee "
(Akke mans e al., 2018). One o he mos signi ican p edic o s o
olun a y u no e is ca ee shock (Hol om e al., 2017). These
shocks may be due o damaging leade beha iou Naeem &
Khu am, 2020), sudden job loss, o a dea h in he amily
(Akke mans e al., 2018). They may also be good, such as an
unexpec ed p omo ion. People a e mo e suscep ible o nega i e
shocks, which ha e been demons a ed o ha e a signi ican impac
on a pe son's ca ee (Nelms e al., 2022). Ca ee shocks can also
al e a pe son's ca ee pa h, be pe sonal o o ganisa ional, and be
expec ed o unexpec ed.
Acco ding o s udies, ca ee shocks can occu mo e han
once o e a pe son's ca ee (Akke mans, e al., 2021), a e common
(Nalis e al., 2021), and can ha e bo h good and nega i e e ec s
(Akke mans e al., 2018). Acco ding o Lee e al. (2017), ca ee
shock has a igge ing e ec ha equen ly p omp s an assessmen
o o he ea u e-based conside a ions, such as compensa ion o
p ospec s o ad ancemen . This analysis o one's alues,
su oundings, and ci cums ances may lead o he iden i ica ion o
an image iola ion, e en i he elemen s in ol ed in sense-making
a e a dis up i e and unusual e en a e poo ly unde s ood (Lee e
al., 2017).
A pe son may be s a led ou o complacency by
ci cums ances ha ha e le hem unde employed (Lee e al.,
2017), disg un led, o unde paid (Akke mans e al., 2020) by
ca ee shock, he e lec i e e alua ion ha goes along wi h i , and
image iola ion. I has been demons a ed ha a subsequen
epiphany expe ience - a sudden cla i y abou one's li e, pu pose,
and wo k—is linked o he eeling o ca ee shock and he
subsequen analysis and sense-making (Akke mans e al., 2020).
Inc eased olun a y u no e in en ion and depa u e may also be
in luenced by hese epiphanies.
An "epiphany o se endipi ous momen o cla i y ha
enabled hem o psychologically de ach om he p e-shock s a us
quo and ansi ion om a s aying mindse o one o lea ing" is how
pa icipan s desc ibe he ealisa ion ha a ises om he pos -shock
e lec ion, acco ding o quali a i e esea ch on ca ee shock
(Wo dswo h & Nilakan , 2021). Shocks ha e he powe o b ing o
he su ace la en and silen unde lying discon en and
dissa is ac ion, lea ing he employee eeling compa a i ely pleased
and a ease in hei p e-shock s a us quo. Acco ding o he
esea che s, high le els o embeddedness, commi men , and job
sa is ac ion be o e a ca ee shock we e no accu a e p edic o s o
olun a y u no e a e a ca ee shock. Gi en he equency and
ecu ence o ca ee shock in people's p o essions, i is c ucial o
comp ehend how i a ec s olun a y u no e in en ion.
Resea ch indica es ha ca ee shocks cause he majo i y o
all pe cei ed o ganiza ional suppo and jus ice (Akke mans e al.,
2018). Howe e , he ca ee de elopmen li e a u e does no look a
ca ee shock, and people's p o essional choices a e a shock ha e
no ecei ed enough a en ion (Akke mans e al. 2018). The
connec ions be ween a p o essional shock and a pe son's pe sonal
cha ac e is ics and agen ic decision-making a e no well known.
Fo hose who s ay wi h he company, olun a y u no e i sel
may be a ca ee shock. The a achmen s o he emaining eam
membe s o he o ganisa ion may be weakened when a eam
membe o leade lea es.
When a eam changes, pa icula ly when membe s ha e
wo ked as an in e dependen eam, a leade esigns, o a pee
depa s, hese weakened a achmen s may cause one o mo e
colleagues o lea e. On he o he hand, when an employee depa s
wi h whom co-wo ke s ha e had in e pe sonal con lic , u no e
in en ions may dec ease. The impac on hose who emain wi h he
company can be ex emely good when a nega i e employee who
has a p o en nega i e impac lea es. Al hough no all shock e en s
a e ca ee shocks, many people expe ience shock expe iences ha
ha e an impac on hei ca ee s. No e e yone in e p e s an e en
o eels i s consequences in he same way.
Some people expe ience a ca ee shock as a esul o an
ex e nal inciden , while o he s do no expe ience any impac on
hei p o essional pa h, inc ease hei olun a y u no e in en ion,
o qui as a esul o he e en (Akke mans e al., 2020). One
indi idual may see a single shock e en o be he impe us behind a
choice o lea e hei job olun a ily, while ano he may see i as
he las s aw in a s ing o ca ee shocks. Due o he
in e dependence o he wo ld, many people expe ienced a ca ee
shock as a esul o he ex e nal occu ence o COVID-19
pandemic. Despi e being a wo ldwide phenomenon, he pandemic
b ough o ligh a ia ions in se ings, mindse s, and ac ions, and
he empo al na u e o shock impac s eme ged. These a ia ions
show how no ms can a y among coun ies, indus ies, and
communi ies, as well as he wide ange o complica ed elemen s
ha impac olun a y u no e beha iou in eac ion o a shock.
S a egic human esou ce managemen (SHRM) has been
c i icised o lacking a mul i-s akeholde pe spec i e and being
o e ly cen ed on o ganisa ional sel -in e es . By examining he
ela ionship be ween he o ganisa ion and i s employees as well as
u no e conside a ions om an indi idual's poin o iew, he
s udy o ca ee shock and he insigh s ha ollow help o b oaden
he scope o SHRM. Examining he ca ee shock expe iences o
cu en employees p o ides aluable in o ma ion abou how
u no e in en ion and ansi ion conside a ions a e o med and
how hese ac o s ela e o psychological and physical heal h. Mo e
o en han no , he o ganisa ional pe spec i e o job sa is ac ion has
been used o analyse employees' heal h and well-being ins ead o
he employee's iewpoin .
Employee wellness has been linked o ca ee shock, which
also sheds ligh on how des abilising e en s a ec an indi idual's
heal h. These obse a ions a e c ucial because, e en i an employee
may exhibi high le els o in ol emen and job happiness, a
sudden sickness in he amily migh cause bo h in en ion and ac ual
u no e . Ca ee shock has no ecei ed much a en ion in job
sea ch s udies, despi e being a ac o in mos olun a y u no e
in en ions (Akke mans, e al., 2021). Gi en ha ca ee shock
ypically se s o sea ch beha iou , his c ea es a oid in he
esea ch on job sea ches. Ca ee shock mus be included in SHRM
and job sea ch s udies in o de o enhance o ganisa ional and
human esou ce s a egy. O ganisa ions can s eng hen e en ion
e o s and lessen he des abilising e ec s o ca ee shocks on
olun a y u no e in en ions o employees.
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
10
Me hodology
We used he quan i a i e esea ch design (c oss-sec ional
su ey) in in es iga ing he ex en s o which ca ee shocks
in luence he le el o pe cei ed o ganiza ional suppo and jus ice
o employees in he Nige ian public sec o . Relying on he c oss-
sec ional su ey design, a popula ion o 30,387 employees we e
ob ained om 8 Local Go e nmen Councils (LGCs) in Del a
S a e, Nige ia ( he LGCs we e E hiope Wes , Okpe, E hiope Eas ,
Udu, Sapele, Ughelli No h, U wie and Ughelli Sou h).
Speci ically, he ocus o he s udy was on he LGCs’ headqua e s.
The s udy used he Ta o-Yamane sample size o mula in
ob aining a sample o 395 ou o which 377 we e ob ained in he
su ey. The da a collec ion ins umen is he ques ionnai e, which
was designed on a 4-poin Like scale o s ongly ag ee, ag ee,
disag ee, and s ongly disag ee Pilo es in ol ing 50 esponden s
was ob ained om o he LGCs in Del a S a e ha do no o m pa
o his s udy. Da a ob ained we e analyzed using C onbach alpha
eliabili y o de e mine he in e nal consis ency o he esea ch
ins umen .
Table 1: C onbach Alpha Resul s
I ems
C onbach Alpha Index
Ca ee Shocks
Du a ion o Shock
Con ollabili y o Shock
077
0.89
Pe cei ed O ganiza ional Suppo
O ganiza ional Jus ice
0.79
0.71
Sou ce: Resea che s’ Compu a ion (2025)
Fu he mo e, mul iple eg ession models we e employed in
examining he e ec s o ca ee shocks a iables on pe cei ed
o ganiza ional suppo and o ganiza ional jus ice as ollows:
PoS = (Do Sh, CoSh) - eq. 1
O gJus = (Do Sh, CoSh) - eq. 2
Posi = β0+ β1Do Shi + β2CoSh i + ui - eq. 3
O gJus i = β0+ β1Do Shi + β2CoSh i + ui - eq. 4
Whe e: Do Sh is du a ion o shock; CoSh is con ollabili y
o shock; PoS is pe cei ed o ganiza ional suppo ; O gJus is
o ganiza ional jus ice; U is e o e m; Β is in e cep ; β1-β2 a e
coe icien s o independen a iables. Da a ob ained we e analyzed
using desc ip i e (mean, s anda d de ia ion, skewness, ku osis and
Pea son co ela ion); pos -es ima ion s a is ics (B euch-
Pagan/Cook-Weisbe g and Ramsey eg ession speci ica ion-e o
es o omi ed a iables); and in e en ial s a is ics (mul iple
eg ession models).
Resul s
Table 2: Desc ip i e S a is ics
S a is ics
Pos
O gjus
Do sh
Cosh
Mean
3.436
3.077
3.424
3.480
S anda d De ia ion
.4313
.4268
.3296
.3195
Skewness
-.5409
-.3577
-.396
.1026
Ku osis
2.6290
3.8685
3.639
2.203
Sou ce: Resea che s’ Compu a ion (2025)
Table 2 is he esul s o ca ee shocks, (du a ion – do sh;
and con ollabili y – cosh) pe cei ed o ganiza ional suppo (pos(
and o ganiza ional jus ice (o gjus ). The esul s e ealed ha all
mean alues we e abo e 4-poin a ing scale o 2.50; his esul
implies
ha majo i y o he esponden s ag eed ha he
ques ionnai e i ems a e eliable indica o s o a iables o
assessing ca ee shock, pe cei ed o ganiza ional suppo and
jus ice. Values o he s anda d de ia ion showed signs o
small dispe sion
; indica ing ha esponden ’ iews on ca ee
shocks, pe cei ed o ganiza ional suppo and jus ice a e no oo
dispe sed om each o he .
Fu he mo e, ku osis alues appea ed o ha e sco es in
hei ails; howe e , no sco es we e a away om he mean (i has
no ail). Skewness esul e ealed ha pos, o gjus , and do sh
skewed owa ds one di ec ion (nega i ely skewed), while cosh
skewed owa ds one di ec ion (posi i ely skwewed). In e es ingly,
ku osis and skewness alues clea ly indica e a no mal sp ead o
da a; hus, he da ase s sa is y no mali y condi ion.
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
11
Table 3: Pea son Co ela ion
Pos
O gjus
Do sh
Cosh
Pos
1.000
O gjus
0.115
1.000
Do sh
0.085
-0.066
1.000
Cosh
-0.066
0.027
0.189
1.000
Sou ce: Resea che s’ Compu a ion (2025)
Table 3 is Pea son co ela ion o a iables Pos, O gjus
do sh, and cosh;. The esul e ealed ha o gjus is posi i ely
co ela ed wi h inosh. On he o he hand, pos is nega i ely
co ela ed wi h do sh and cosh. This indica es ha he e is posi i e
link be ween o ganiza ional jus ice, and in ensi y o shock. On he
o he hand, he e is nega i e link be ween pe cei ed o ganiza ional
suppo , du a ion o shock, and con ollabili y o shock.
Table 4: B eusch-Pagan/Cook-Weisbe g Tes Resul
Chi2(1)
=
13.36
P ob. > Chi2
=
0.0054
Sou ce: Resea che s’ Compu a ion (2025)
Table 4 is he B eusch-Pagan/Cook-Wesibe g es o
he e oskedas ici y; he B eusch-Pagan/Cook-Weisbe g esul is
s a is ically signi ican a 5 pe cen le el (Chi2 (1) = 13.36; P ob. <
Chi2 = 0.0054), indica ing he non-exis ence o he e oskedas ici y
in he empi ical models o ca ee shocks, pe cei ed o ganiza ional
suppo and jus ice
Table 5: Ramsey Reg ession Speci ica ion-E o es o
omi ed a iables
F(3, 368)
=
10.36
P ob. > F
=
0.0078
Sou ce: Resea che s’ Compu a ion (2025)
Table 5 is he Ramsey Reg ession Speci ica ion-E o es
o omi ed a iables; Ramsey RESET esul is s a is ically
signi ican a 5 pe cen le el (F 3, 368) = 10.36; P ob. < F =
0.0078), indica ing ha he empi ical model has no omi ed
a iables p oblems; hence, he empi ical model o he s udy has no
unc ional o m misspeci ica ion and can he e o e be elied upon.
Table 6: Reg ession Resul s o Ca ee Shocks and Pe cei ed O ganiza ional Suppo
Va iance-weigh ed leas -squa es eg ession
Numbe o obs = 317
Goodness-o - i chi2(71) = 118.22
Model chi2(5) = 8.54
P ob > chi2 = 0.0004; R-squa ed = 0.207
P ob > chi2 = 0.1289
pos Coe . S d. E . z
P>z [95% Con . In e al]
do sh -.0216107 .0673916 -0.32
0.748 -.1536958 .1104744
cosh -.0338976 .0603806 -0.56
0.575 -.1522414 .0844462
_cons 3.383841 .3226054 10.49
0.000 2.751546 4.016136
Sou ce: Resea che s’ Compu a ion (2025)
Table 6 showed ha alue o R-squa ed is 0.207; his
implies ha all he dimensions o ca ee shocks accoun ed o
app oxima ely 20.7pe cen o he sys ema ic a iance in pe cei ed
o ganiza ional suppo while unexplained a ia ion was 79%. This
sugges s ha he e we e o he a iables no included in he
empi ical model o he s udy which ha e he abili y o p edic
pe cei ed o ganiza ional suppo by 79%. The Model Chi2(3)
(8.54) wi h a p- alue o 0.1289 indica es ha he esul is
insigni ican a 5 pe cen ; hus, ca ee shocks a iables do no
join ly p edic pe cei ed o ganiza ional suppo .
Fu he mo e, coe icien s we e do sh (-0.021), and cosh (-
0.033); his indica es ha a uni inc ease in du a ion, and
con ollabili y o ca ee shocks would lead o 2.1pe cen and
3.3pe cen inc ease in pe cei ed o ganiza ional suppo
espec i ely. Z- alue o du a ion o shock (-0.32), and
con ollabili y o shock (-0.56) we e ound o be s a is ically
insigni ican in explaining pe cei ed o ganisa ional suppo .
Findings indica ed ha ca ee shocks (du a ion and con ollabili y)
insigni ican ly a ec pe cei ed o ganiza ional suppo . This
inding disag ees wi h he esul s o Mokh a i e al. (2018) and
ag ees wi h he esul s o Nazem (2017).
IRASS Jou nal o Economics and Business Managemen . Vol-2, Iss-11 (No embe -2025), 6-14
Vol-2, Iss-11 (No embe -2025)
12
Table 7: Reg ession Resul s o Ca ee Shocks and O ganiza ional Jus ice
Va iance-weigh ed leas -squa es eg ession
Numbe o obs
= 328
Goodness-o - i chi2(76) = 65.88
Model chi2(5)
= 8.50
P ob > chi2 = 0.7898; R-squa ed = 0.310
P ob > chi2
= 0.1307
o gjus Coe . S d. E . Z
P>z [95% Con .
In e al]
alsh .1595039 .0734177 2.17
0.030 .0156079
.3033999
eqsh -.0654641 .0519459 -1.26
0.208 -.1672762
.036348
inosh .0007205 .0424857 0.02
0.986 -.08255
.083991
do sh -.033222 .0636343 -0.52
0.602 -.1579428
.0914989
cosh .0713957 .0571587 1.25
0.212 -.0406333
.1834247
_cons 2.641121 .3259864 8.10
0.000 2.002199
3.280042
Sou ce: Resea che s’ Compu a ion (2025)
Table 7 showed ha alue o R-squa ed is 0.310; his
implies ha all he dimensions o ca ee shocks accoun ed o
app oxima ely 31pe cen o he sys ema ic a iance in
o ganiza ional jus ice while he unexplained a ia ion was 69. This
sugges s ha he e we e o he a iables no included in he
empi ical model o he s udy which ha e he abili y o p edic
o ganiza ional jus ice by 69%. The Model Chi2(3) (8.50) wi h a p-
alue o 0.1307 indica es ha he esul is insigni ican a 5
pe cen ; hus, ca ee shocks a iables do no join ly p edic
o ganiza ional jus ice.
Coe icien s we e do sh (-0.033), and cosh (0.071); his
indica es ha a uni inc ease in du a ion, and con ollabili y o
ca ee shocks would lead o 3.3pe cen and 7.1pe cen inc ease in
o ganiza ional jus ice espec i ely. The Z- alue o du a ion o
shock (-0.52), con ollabili y o shock (1.25) we e ound o be
s a is ically insigni ican in explaining o ganiza ional jus ice.
Findings indica ed ha ca ee shocks (du a ion and con ollabili y)
insigni ican ly a ec o ganisa ional jus ice. This inding
co obo a es wi h he esul s o Mokh a i, e al (2018); and
G ego ius, e al (2023).
Conclusion and Recommenda ions
This s udy in es iga ed he ex en o which ca ee shocks
in luence he le el o pe cei ed o ganiza ional suppo and
o ganiza ional jus ice in he Nige ian public sec o . Two-le els o
ca ee shocks we e used namely, du a ion, and con ollabili y o
shocks; hus, he dependen a iables we e e o ganiza ional
suppo and o ganiza ional jus ice while he independen a iable is
ca ee shocks, which we e measu ed in e ms o du a ion and
con ollabili y o shocks. The s udy used a su ey o 377
employees selec ed om 8 local go e nmen councils in Del a
S a e, Nige ia.
Da a ob ained in he su ey we e e alua ed using ia
desc ip i e, pos -es ima ion and in e en ial s a is ical ools.
Findings indica ed insigni ican in luence o ca ee shocks on he
le el o pe cei ed o ganisa ional suppo and o ganiza ional jus ice
in he Nige ian public sec o . Thus, he s udy concludes ha ca ee
shocks (pa icula ly du a ion and con ollabili y o shocks)
insigni ican ly in luence he le el o pe cei ed o ganisa ional
suppo , and jus ice in he Nige ian public sec o . The s udy
he e o e ecommends ha he public sec o should emain esolu e
in communica ing suppo mechanisms o employees o become
awa e and eel suppo ed. Also, he public sec o should cons an ly
ob ain eedbacks on employees’ suppo se ices o enhance and
ailo hem.
Fu he mo e, because ca ee shocks do no a ec
o ganiza ional jus ice, he e is he need o con inuously ein o ce
ai policies and anspa en decision-making o sus ain
o ganiza ional jus ice; his is equi ed o p omo e awa eness abou
o ganiza ional jus ice p inciples among employees and public
sec o managemen in o de o keep pe cep ions abou
o ganiza ional jus ice posi i e. The s udy con ibu es o knowledge
by en iching he managemen li e a u e, e ealing ha ca ee
shocks (du a ion and con ollabili y o shocks) insigni ican ly
a ec pe cei ed o ganiza ional suppo and jus ice.
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