Are Self‐Efficacious Individuals more Sensitive to Organizational Justice Issues? The Influence of Self‐Efficacy on the Relationship between Justice Perceptions and Turnover

Abstract

Moderating role of self‐efficacy has been studied in several research contexts which also frequently involved organizations. According to the theoretical framework borrowed by social cognitive theory and referent cognitions theory, we have decided to explore the moderating role of self‐efficacy in the relationship between justice perceptions and turnover intentions. Nine‐hundred and four employees coming from private companies in Istanbul and Ankara participated in our study. Our results revealed important findings in relation to the moderating effects of different self‐efficacy dimensions. Many interaction effects were as expected, except for those high in willingness to expend effort in completing the behavior. We discussed the results in light of certain theoretical assumptions and offered related recommendations for organizational practice and future research.

Organizational justice research: A review, synthesis, and research agenda

“…An alternative approach is the exchange perspective of justice, which is based on social exchange theory, a multidisciplinary theory (Blau, 1964;Chernyak-Hai & Rabenu, 2018;Cooper-Thomas & Morrison, 2018;Cropanzano et al, 2017;Cropanzano & Mitchell, 2005) that is the dominant theory for explaining justice effects (Colquitt et al, 2014(Colquitt et al, , 2013Rupp et al, 2014). It is theorized that employees reciprocate justice through extrarole behavior and increased commitment (Aşkun, Yelo glu, & Yıldırım, 2018). This reciprocity develops into a social exchange relationship characterized by felt obligations that are not clearly defined and whose timely fulfillment is open to exchange parties.…”

How to avoid a lack of work engagement among public police professionals

“…This dimension of organizational justice focuses on the human side of organizational practices, emphasizing politeness, honesty, and respect during the interpersonal communication process (Cohen‐Charash & Spector, 2001). Moreover, interactional justice includes the provision of information about decision‐making procedures (Bies & Moag, 1986; Askun, Yeloglu, & Yildirim, 2018). Perceptions of fair and respectful treatment and transparency in decision‐making procedures can provide employees with high levels of motivation and involvement, which can then lead to higher levels of confidence in establishing healthy relationships (Inoue et al, 2010; Kumasey, Delle, & Hossain, 2019).…”