Analysis of The Effect of Organizational Justice, Worklife Balance on Employee Engagement and Turnover Intention

Mulang, Hastuti

doi:10.52970/grhrm.v2i2.169

Cited by 24 publications

(23 citation statements)

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“…Therefore, hypothesis two (H2) and three (H3) are accepted. This result aligns with research on CSR that showing that a company's commitment to social and environmental responsibility is linked to its corporate reputation (Raza and Khan 2022), employers CSR (Sarvaiya et al 2018, Gazi et al 2022, intention to apply for jobs (Ojo et al 2022, Mulang 2022, and people's plans to apply for jobs. Thus, GHRM obtains good employees and has an excellent corporate reputation, which students appreciate as a CSR company's initiative (Arda et al 2019, Ansari et al 2022.…”

Section: Discussionsupporting

confidence: 85%

Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

Wang

Gazi

Sobhani

et al. 2023

Environ. Res. Commun.

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This study aimed to evaluate whether green human resources management (GHRM) practice encourages prospective candidates to join environmentally responsible enterprises through organizational reputation and corporate social responsibility. The information was gathered from 402 students from various universities in Bangladesh using a pre-structured questionnaire. The link between the latent components has been explained by analyzing the obtained data using the Partial Least Squares Method (PLSM) of Structural Equation Modeling (SEM). The findings indicated that green human resources management has a positive relationship with job pursuit intention (JPI) and organizational reputation (OR), and that corporate social responsibility (CSR) plays a significant mediating role in this relationship. Students studying in universities in Bangladesh reported having higher job pursuit intentions towards organizations that practice environmental responsibility. The results also show that green HRM is a source for luring graduated students to pursue careers in green firms and will enable practitioners to combine green HRM with their conventional HR practices to employ qualified applicants. The results provide valuable insights into the nature of GHRM and how the top management is committed to green initiatives in an emerging economy like Bangladesh. Also, the results will help the top management understand how to use GHRM projects to create CSR initiatives and an excellent corporate reputation and attract highly qualified, socially responsible employees to improve environmental performance. The national policymakers may also get input in designing a GHRM policy for the economy. Bangladesh is a climate-vulnerable country with a minimal practice of GHRM in the economy, so the empirical findings of this study will attract researchers, academicians, and practitioners of HRM to carry out further research in the economy of this area. Finally, this study contributes to the body of knowledge in the still-emerging subject of green human resource management by empirically showing worthy outcomes.

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Section: Discussionsupporting

confidence: 85%

Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

Wang

Gazi

Sobhani

et al. 2023

Environ. Res. Commun.

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“…Employee engagement, the term in the academic arena, is explained as the solid and broad kinship perceived by employees with the organization that spurs them to go above and beyond what is expected of them, as well as inspires them to connect with more cognition, more passion, and additional physical eagerness with their work (Kahn, 1990;Mulang, 2022). According to Johnson (2011), employee engagement refers to a positive and pleasing mental status or condition that is directly associated with work and directs employees to put extra time, vigor, intelligence, and toward their work by discretionary effort.…”

Section: Employee Engagementmentioning

confidence: 99%

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Hossain,

Khatun,

Shanjabin

2024

Annals of Human Resource Management Research

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Purpose: This study aimed to examine the impact of two fit concepts, namely, person-job fit (P-J) and person-organization fit (P-O), on employee engagement while taking supervisor support as the moderating variable. Research Methodology: The relationships among constructs were analyzed using correlation, and the study hypotheses were tested using regression. All employees of different mobile telecommunication companies in Bangladesh comprised the study population. The sample size was 100, which was taken using the judgmental sampling technique. Primary data were collected from a field-level survey using a structured questionnaire. Results: The results revealed a positive association between employee engagement and person-job fit, while person-organization fit had a similar association with engagement. The impact of these variables on employee engagement ultimately affects turnover intentions. This study also revealed that the association between person-organization fit and employee engagement is positively moderated by supervisor support. Limitations: The study used a common non-probability sampling technique and a small sample size, which is a limitation. Contribution: The insights will help managers to ensure a match between the job and organizational requirements and those of employees. The study will also inspire future research to connect Field Theory and social exchange theory (SET) with different concepts in different country and industry contexts. Novelty: For the first time in the relevant field, the study simultaneously connected field theory and SET theory with P-J and P-O fit with employee engagement.

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“…According to previous studies, employee perceptions of organizational fairness have also been linked to several health issues. The four organizational justice perspectives are procedural, distributive, informational, and interactional justice (Lönnqvist et al, 2022;Mulang, 2022). Employees' perceptions of procedural justice in the workplace impact employment…”

Section: Organizational Justice and Employee Well-beingmentioning

confidence: 99%

Impact of Perceived Diversity & Organizational Justice on Employee Well-Being: Mediating Role of Inclusion

Ali

Khan

Rais

et al. 2023

International Journal of Social Science Entrepreneurship

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The study investigates the impact of perceived diversity and organizational justice on employee well-being, mediating the role of inclusion from the perspective of the Board of Revenue Sindh. The data is gathered from 213 respondents, which are employees working in the public sector in Pakistan. Purposive random sampling was employed for data collection. The data is collected by floating the questionnaires. Four hypotheses were drawn from the literature. The SPSS software is used to test the hypotheses. The finding suggests that perceived diversity has an insignificant negative impact on employee well-being. However, organizational justice has a significant positive impact on employee well-being. Inclusion is mediating the relationship between the dependent and independent variables. It is recommended that several other factors can affect employee well-being in the public sector; further research can be conducted by considering the same. The practical implication is that the current study helps the management of the public sector to make effective decision-making in favor of employee well-being. The employee performance will be improved, and the public will be served at best in the end.

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Analysis of The Effect of Organizational Justice, Worklife Balance on Employee Engagement and Turnover Intention

Cited by 24 publications

References 0 publications

Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

Green human resource management and job pursuit intention: mediating role of corporate social responsibility and organizational reputation

Impact of person-job fit and person-organization fit on employee engagement: Moderating role of supervisor support

Impact of Perceived Diversity & Organizational Justice on Employee Well-Being: Mediating Role of Inclusion

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