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PSYCHOLOGICAL DISTRESS OF AGUATA SUBURBAN FEMALE BANKERS, ANAMBRA STATE, NIGERIA: INTERPLAY OF PERCEIVED ORGANIZATIONAL JUSTICE, JOB-RELATED TENSION, AND ORGANIZATIONAL FRUSTRATION

This study examined psychological distress of Aguata suburban female bankers, Anambra State, Nigeria, with the objectives of understanding the interplay of job-related tension, perceived organizational justice and organizational frustration, using 89 participants, age-ranged 26-56 years, mean age 39.19, and standard deviation 7.35, sampled through cluster sampling technique. Reliable/valid instruments used were Job-related Tension Scale, PerceivedOrganizational Justice Scale, and Organizational Frustration Scale. Multiple regression statistic tested the hypotheses postulated. The findings were job-related tension had significant positive correlation and significantly predicted 50% with organizational frustration; as well as have negative correlation with perceived-organizational justice of the participants. Perceivedorganizational justice did not significantly predict organizational frustration (21% only) of female bankers. Recommendations were: Psychological intervention mechanisms should be provided for bankers. Organizational justice policies need to be complimented with proaction facilitators to reduce psychological distress of female bankers.


LITERATURE REVIEW
The review was presented in two perspectives, namely theoretical review and empirical review.

THEORETICAL REVIEW On Job-Related Tension
Cognitive-relational theory: It is the process through which people manage their environment to maintain an optimum level of physical, psychological and social well-being (Hart & Cooper, 2001). According to the cognitive-relational approach, people's experience of their environment is constantly appraised. Appraisal is a cognitive process through which a female banker constantly monitors the conditions in her environment to determine whether the conditions are likely to have consequences for her well-being or not (Zaki, 2020). Perception of stimuli determines the female bankers' attitudes, coping systems, and general behaviours towards the stimuli.

On Perceived Organizational Justice
DPI (distributive-procedural-interactional) justice theory: Organizational justice refers to the role of fairness in organizations and is closely related to employees' perceptions of fair treatment in the organization (Cohen-Charash & Spector, 2001). Organizational justice is generally categorized into three sub-dimensions of distributive justice, procedural justice, and interactional justice. Distributive justice concerns female bankers' gain from outcomes or resource allocation in an organization. Procedural justice originated from a legal dispute context (Thibaut & Walker, 1975). According to procedural justice theory, the outcomes that individuals receive, as well as the fairness of the processes used to plan and implement a given decision, play an important role when individuals perceive justice. According to Leventhal et al. (1980), the following six procedural rules should be crucial in all allocation contexts: Procedures should (a) be consistent (consistency), (b) be without self-interest (bias suppression), (c) be based on accurate information (accuracy), (d) provide opportunities to correct the decision (open to correction), (e) consider the interests of all concerned parties (representativeness), and (f) follow moral and ethical standards (observe ethics). Interactional justice is associated with a female banker's perceptions of fairness regarding the interactions with a decision-maker who is responsible for the process of resources allocation (Bies & Moag, 1986). According to the interactional justice theory, individuals evaluate the fairness of these interactions by the quality of interpersonal treatment (Greenberg, 1993). Also, individuals focus on how much respect and dignity (interpersonal justice) they are shown by the decision-maker and the explanations (informational justice) provided by the decision-maker regarding results from the system (Greenberg, 1993).

On Organizational Frustration
Reflective-impulsive theory: The RI was propounded by Strack and Deutsch (2004). The theory explains behaviour as a joint function of two interacting systems, namely an impulsive system and a reflective system. These systems operate according to different computations, but run in parallel and interact in the course of processing. Whereas the reflective system influences behavior via decisions based on facts and values, the impulsive system elicits behavior through associative links and motivational orientations (Strack & Deutsch, 2004). Frustration is characterized by incompatibility of goals. Whereas in most situations the obstacle is immediately present in the situation, the goal is only represented in memory. Female bankers' appraisals of controllability and goal expectancy play a crucial role in perception of frustration.

On Job-related Tension
The study by Mahal (2012) investigated occupational stress in relation to job satisfaction among call centre operators. About 100 participants were sampled through convenience and random sampling methods from employees working in the call centre located in Chandigarh. Pearson product moment correlation and multiple regression statistics were used to test the data collected. The findings of the study showed that occupational stress effected employees in several ways and a major source of employee turnover in many organizations. A study by Khatibi, Asadi, and Hamidi, (2009) examined the relationship between job stress and organizational commitment in National Olympic and Paralympic Academy (NOPA) employees. Statistical population of this research included all employees (full time) of NOPA and statistical sample was equal to the statistical population (n=59). Job stress questionnaire (JSQ) and organizational commitment questionnaire were used to gather the data. The results indicated a negative significant relationship between job stress and organizational commitment, affective commitment and normative commitment, but there was not a significant relationship between job stress and continuance commitment. In Essiam, Mensah, Kudu, and Gyamfi (2015) there was a study to investigate the influence of role overload, role ambiguity, physical environment, supervisors support and coworkers support on job satisfaction among employees of a public university in Ghana. The researchers used a cross-sectional survey that adopted the convenience sampling technique to select 210 staff of the university. A questionnaire was used to gather the data. Findings indicated that role overload (β= .17, p< .05) and physical environment (β= .13, p< .05) contributed positive but small effect to the variance in the job satisfaction. Finding also revealed that there was a negative with no significant relationship between job satisfaction and co-workers support (β= -.01, p= n.s). Further finding indicated that the overall effect size of the stressors in the variance of job satisfaction was practically small [R 2 ≤ .08, F (5, 210)= 4.51, p= .001] and that the job stressors only explained 8% of the variance in job satisfaction.

On Perceived Organizational Justice
Study by Rahman, Haque, Elahi, and Miah (2015) examined the impact of the three facets of organizational justice on employee job satisfaction as perceived by the respondents in a particular pharmaceutical company in Bangladesh. A total of 76 executives working in the company provided their responses on the questionnaire used for data gathering. Descriptive statistics revealed the means of three variables of organizational justice and job satisfaction were close to 3.0. Reliability of measurement instrument was considered adequate, since all the Cronbach alpha values were found to be above the threshold point of .70. Multiple regression was applied to test the hypothesis of the study. The model explained about 75% of the variance in the employees' job satisfaction and it was immuned to multi-collinearity among the independent variables. The study findings demonstrated significant impact of distributive justice and interactional justice on job satisfaction at P<0.001 and P<0.01 respectively. Conversely, procedural justice did not show any significant relationship with the job satisfaction.
In a study by Oh (2013), the purpose was to explore the relationship between organizational justice and career satisfaction of employees in the public sector of South Korea. A total of 279 employees in six public organizations in South Korea participated in this research. Based on a convenience sampling approach, a self-administered survey was used to obtain these employees' perceptions. All four constructs (distributive justice, procedural justice, interactional justice, and career satisfaction) were based on multi-item scales. While distributive justice and procedural justice were found to be significant, interactional justice was found to be non-significant. In terms of standardized coefficients, procedural justice accounted for the variance in career satisfaction more than distributive justice did. The study by Phayoonpun and Norazuwa (2014) examined the relationship between the facets of organizational justice namely distributive justice and procedural justice on turnover intention. About 550 IT professionals were sampled and surveyed from the ICT industry in Thailand. Using both SPSS and AMOS packages, the collected data were analyzed using a multivariate technique. This study found a statistically significant relationship between distributive justice, procedural justice and employees' turnover intention through the mediating effect of job satisfaction of IT professionals in Thailand. Akram and Yan Xin Feng (2016) carried out a study to explore the impact of organizational justice in the form of distributive, procedural, interactional, temporal and spatial justice on the innovative work behavior of the employees working in telecommunication sector of China. Data were collected from 235 employees and analyzed by using correlation and multiple regression analyses. The results of these analyses suggested that all forms of organizational justice have a strong and positive impact on the innovative work behavior of the Chinese employees. Spatial and temporal justice were found explaining highest variance in innovative work behavior of employees respectively.

On Organizational Frustration
Helminger (2014) carried out a study investigating causes and consequences of interns' frustration. The qualitative study relied on 181 internship reports and 10 in-depth interviews. The participants were students of the Department of Politics and Administration at the University of Konstanz (Germany). A combined analysis reveals that major triggers of internship frustration are insufficient supervision, unchallenging repetitive tasks as well as an adverse organizational culture. Subsequent consequences of interns' frustration were resignation and turnover intention, but also increased levels of learning. In contrast to employee frustration, it was shown that interns' reactions to frustration were more likely to be carried out mentally. Therefore, acts of violence and aggression were rare phenomena, due to incipiently lower levels of self-consciousness of the intern in the working world. The study by Gulzar, Yahya, Nauman, Mir, and Mujahid, (2012) focused on identifying the reactions, feelings and causes of frustration among university students of Pakistan. The sample of the study comprised of 120 individuals including boys (n=78) and girls (n=42) from different universities of Lahore city. A questionnaire designed for data collection included close-ended questions. Reliability of Scale shows α =.85. Chi-Square test was applied to verify demographics association with research questions. Result showed that greater academic demands from parents and losing or death of love ones are chief cause of frustration among students. Overall results about duration of frustration among university students had detected that most of the students faced frustration for less than one month. In a study to investigate effect of different stress stimulation on frustration tolerance of female college students with different temperament, Yao (2010) employed 145 female college students to perform four different training programs of aerobics, and then the frustration tolerance was investigated and analyzed. The results showed that frustration tolerance of female college students with phlegm temperament significantly increased with increasing stress stimulation (p < 0.01). Frustration tolerance of female college students with choleric temperament, sanguine temperament and melancholic temperament varied with increasing stress stimulation, but the difference was not significant (p > 0.05). Frustration tolerance of female college students with choleric temperament and sanguine temperament increased rapidly under high-intensity stress stimulation. Frustration tolerance of female college students with melancholic temperament showed U-shape under different levels of stress stimulation.

Hypotheses
1. Job-related tension will not predict organizational frustration among female bankers in Aguata suburban, Anambra State, Nigeria. 2. Perceived-organizational justice will not predict organizational frustration among female bankers in Aguata suburban, Anambra State, Nigeria. Instruments: Three instruments used in this study included Job-related Tension Scale by Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964), Perceived-Organizational Justice Questionnaire (POJQ) by Niehoff and Moorman (1993), and Organizational Frustration Scale by Spector (1975).

Job-Related Tension Scale (JTS)
was a 15-item inventory designed to measure job-related tension in the workplace (Kahn et al., 1964). Procedure: A self-written introduction letter was given to each of the managers of the seven commercial banks used in this study to obtain their approval. The said banks included First Bank Plc, Ekwulobia, Access Bank Plc, Ekwulobia; Zenith Bank Plc, Ekwulobia; Eco Bank Plc, Ekwulobia; FCMB, Ekwulobia; Union Bank, Uga; and Union Bank, Igboukwu. The goal of the research was explained to the participants after establishing rapport with them. Two research assistants were co-opted and the research procedures were explained to them. Cluster sampling was used to sample female bankers across the various cadres of the participants, while purposive sampling was used to sample participants of interest seen at the field of study that met the inclusion criteria and are willing to participate voluntarily in the study. The inclusion criteria for this study were: (1) the participant must be a female banker; (2) the participant must be an employee working in one of the selected commercial banks; and (3) the participant must show willingness on voluntary basis to participate in the study. Confidentiality and consent of the participants were strictly observed. The participants were equally guided on how to attend to the instruments truthfully. Immediately each of them finished attending to all the items on the instrument, it was collected for onward scoring and analysis.
Design/Statistic: This was a survey study that adopted cross-sectional predictive design. This was because the participants were studied in their usual place of endeavours. Again, job-related tension and perceived-organizational justice as the predictor independent variables (IVs) were examined on the organizational frustration as the dependent variables (DV). Descriptive statistics and multiple linear regression statistics were used to test the hypotheses postulated. Regression was used because of its power efficiency of converting the IVs into the DV and vice versa. Regression also has the power efficiency of determining the additive impacts of a variables, such as the respective impacts of job-related tension and perceived-organizational justice as the predictor independent variables (IVs) on organizational frustration as the dependent variables (DV).

RESULTS
The collected data were analyzed using the version 23 of the SPSS. The table showed the descriptive statistics of the participants. The means (61.8090, 78.8427, and 92.9213 for the job-related tension, perceived-organizational justice, and organizational frustration variables respectively) varied so much. These reflected in the widening gap for the standard (Std) errors. Again, the high variations in the standard deviations and variance of the variables showed the participants' high degree of differences in their experiences for each variable of interest as well as the variables interaction impacts.

Histogram of Female Bankers in Aguata Suburban, Anambra State, Nigeria Source: Analysis of the researcher's primary data of Female Bankers in Aguata suburban, Anambra State, Nigeria
The histogram graph (figure 1) showed the samples' performance for the tested variables for the mean (-4.70E-16) and standard deviation (0.983). The participants' performances were negatively skewed, with the strength of the standardized residual being stronger on negative side. The mean result was in the twilight zone/the outlier indicating that the participants had extreme (work) experiences of the tested variables.

Histogram of Female Bankers in Aguata suburban, Anambra State, Nigeria Source: Analysis of the researcher's primary data of Female Bankers in Aguata suburban, Anambra State, Nigeria
The standardized residual plot (figure 2) showed the samples' performance of female bankers in Aguata suburban, Anambra State, Nigeria. There was lack of fit in the plot. The scattergram was more on the observed probability (participants' work performance) than the expected probability (what the participants get from the bank in return). The table 2 showed the samples' correlation experience for the variables tested. The results were significant for job-related tension and organizational frustration (p< .05, r = .223, N = 89) only; but not for perceived-organizational justice and organizational frustration (p<.05, r = .143, N 89). Again, perceived-organizational justice had negative correlation with job-related tension (p<.05, r = -.006, N = 89).   (β = .223; p<.05, N = 90). When perceivedorganizational justice was added, it accounted for additional 21% variation without being a significant predictor of organizational frustration of the female bankers (β = .224; p<.05, N = 90).

Summary of Results/Findings
Correlation 1. Job-related tension had significant correlation with organizational frustration of Aguata suburban female bankers, Anambra State, Nigeria. 2. Perceived-organizational justice had no significant correlation with organizational frustration of female bankers. 3. Perceived-organizational justice had negative correlation with job-related tension of the female bankers. Prediction 1. Job-related tension significantly predicted 50% organizational frustration of Aguata suburban female bankers, Anambra State, Nigeria. 2. Perceived-organizational justice did not significantly predict organizational frustration of the female bankers and only 21% prediction was made.

DISCUSSION
One of the findings of the study is that job-related tension had significant correlation with organizational frustration of Aguata suburban female bankers, Anambra State, Nigeria. Consequently, job-related tension significantly predicted 50% organizational frustration of the female bankers. This related with the finding of Essiam, Mensah, Kudu, and Gyamfi (2015) that job tension affected behaviour negatively. Another finding of the study was that perceivedorganizational justice had no significant correlation with organizational frustration of the female bankers. As a result, perceived-organizational justice did not significantly predict organizational frustration of the female bankers, and only 21% prediction was made. The implication was that organizational justice played no significant role in moderating organizational frustration among the female bankers. This finding was contrary to that of Rahman, Haque, Elahi and Miah (2015) that organizational justice enhanced satisfaction in the workplace. Finally, it was also the finding of the study that perceived organizational justice had negative correlation with job-related tension of the female bankers. By implication, organizational justice moderated (lessened) job-related tension of Aguata sub-urban female bankers, Anambra State, Nigeria, which related with the earlier finding of Rahman, Haque, Elahi and Miah (2015). May it be noted that the study was limited to only Aguata suburban female bankers, Anambra State, Eastern Nigeria (Biafra), in which the male counterparts were excluded, with participants being predominantly Christians and Igbo by tribe. These could have some outcome and generalization implications for the study.

Implications of the Study and its Findings
The study and its findings have a number of knowledge-based and practical implications as itemized below.
1. Corruption and other unethical behaviours in the Nigerian banking system could be attributed to poor psychological health of the bankers.
2. Collapse of some banks in the Nigerian socio-economy could have been caused by human sabotage, frustration and tension associated with inability to meet target. 3. Bankers with poor psychological health will be detrimental to bank's performance and growth. 4. Psychological factor are the bedrock of human resources and organizational behaviour management. 5. Reducing psychological distress among female bankers could be a major panacea towards curbing feminine sociological challenge of sexual harassment. 6. Reducing psychological distress among female bankers will promoting their integration of work and family roles.

CONCLUSION
The study examined psychological distress of Aguata suburban female bankers, Anambra State, Nigeria. The interplay of job-related tension, organizational justice, and organizational frustration were investigated in the study. Job-related tension had significant correlation with organizational frustration of female bankers in Aguata suburban, Anambra State, Nigeria. Perceivedorganizational justice had no significant correlation with organizational frustration of the female bankers. Perceived-organizational justice had negative correlation with job-related tension of the female bankers. Job-related tension significantly predicted 50% organizational frustration of the female bankers in Aguata suburban, Anambra State, Nigeria. Perceived-organizational justice did not significantly predict organizational frustration of the female bankers and only 21% prediction was made.

Recommendations
From the findings of the study, the following recommendations are proffered: 1. Female bankers should develop the personal and professional strategies for handling/resolving psychological distress. 2. There is need to provide psychological intervention for female bankers manifesting psychological distress. 3. Organizational justice policies need to be complimented with proaction facilitators

Suggestions for Further Studies
1. Extended studies need to be conducted for the study by extending the sample size and scope of the study. This will enhance the generalizability of the findings. 2. Further studies need to incorporate both gender so as to provide a robust research and findings that will enrich knowledge. 3. There is need to replicate this study in other cultural backgrounds to see if the same findings might be obtained. This will also enhance the generalizability of the findings.