Purpose -The purpose of this paper is to apply social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, it is predicted that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions. Design/methodology/approach -Surveys were administered to 212 call center employees to measure the effects of procedural justice, interpersonal justice, organizational commitment, supervisory commitment and turnover intentions. Mediation effects were tested using Baron and Kenny's methodology. Findings -Support was found for a partial mediation effect of organizational commitment on the effect of procedural justice on turnover intentions; and for a full mediation effect of supervisory commitment on the effect of interpersonal justice on turnover intentions. Practical implications -Reduction of turnover is a major problem for the call center industry, as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors. Originality/value -The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions.

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Summary.-Employees in three call centers were surveyed about their perceptions of organizational justice. Four factors were measured: distributive justice, procedural justice, interpersonal justice, and informational justice. Structural equation modeling was employed to test whether a two-, three-, or four-factor model best fit the call center data. A three-factor model of distributive, procedural, and informational justice provided the best fit to these data. The three-factor model that showed the best fit does not conform to any of the more traditional models identified in the organizational justice literature. This implies that the context in which organizational justice is measured may play a role in identifying which justice factors are relevant to employees. Findings add to the empirical evidence on the dimensionality of organizational justice and imply that dimensionality of organizational justice is more context-dependent than previously thought.

Procedural justice has shown significant linkages to organizational outcomes such as organizational commitment and turnover. For this reason, we propose that measures of procedural justice can serve a diagnostic function to signal potential problems with important organizational-level outcomes. However, if used alone, it does not tell us which specific procedures require change in order to resolve potential problems. This study proposes, and tests, a methodology which combines general measures of procedural justice with measures of perceptions of specific procedures in order to diagnose problems with organizational outcomes. This is tested in two call centers. The research design employs a survey of randomly selected employees from the call centers. The effects of a general measure of procedural justice on the organizational outcomes of turnover intentions and organizational commitment are examined. Further, we examine the effects of attitudes towards specific monitoring procedures on a general measure of procedural justice. Baron and Kenny's statistical methodology is employed to test these relationships; to show that procedural justice mediates the effect of employee perceptions of monitoring on turnover intentions and organizational commitment. Our findings support complete mediation effects. The implications of these findings are that general perceptions of procedural justice can be used to screen for potential problems with organizational outcomes. If general effects are found, organizations can employ more specific measures of organizational procedures to target procedural problems. The methodology proposed here has the potential to identify specific procedures that organizations can focus on in order to improve organizational outcomes.