From organizational justice perceptions to turnover intentions: The mediating effects of burnout and job satisfaction

Abstract

Turnover intentions (TI) stand as an insidious problem that impacts on the functioning of organizations and the well-being of their members. Currently, there is a growing interest in identifying the explanatory mechanisms of TI, in order to strengthen and retain valued employees for organizations. In line with this trend, the aim of the present study was to test an integrative serial multiple mediation model that examined the possible mediating role of burnout and job satisfaction in the relationships between organizational justice and TI. To achieve this objective, a cross-sectional empirical study was carried out on a multi-occupational sample of 408 Argentine employees (219 women and 189 men). Participants completed a self-report questionnaire comprising previously validated measures for the target population. Structural equation modeling showed that perceptions of distributive, procedural, and interpersonal justice have negative indirect effects on TI through burnout and job satisfaction, while perceptions of informational justice exert such effects on TI only through job satisfaction. These results indicate that distributive, procedural, and interpersonal justice perceptions relate to lower levels of burnout, which in turn promote greater job satisfaction and lower TI among employees. In addition, informational justice perceptions are positively related to job satisfaction, leading to a decrease in employees’ TI. Findings are discussed in light of their theoretical and practical implications. Managers and human resource professionals could consider the research results in their attempts to design and implement talent retention strategies within organizations.

Organizational justice and workplace spirituality: Their relation to organizational silence behavior among nurses

“…This result is a similar line with Vaamonde et al, [45] who found that the highest mean score of participant perception was interactional justice while the lowest mean score was distributive justice. On the contradicting with the present findings, the results of Tourani et al, [46] found that the participants' perception of the highest mean score was for the distributive justice while the lowest mean score was for interactional justice.…”

Interpersonal Fairness, Willingness-to-Stay and Organisation-Based Self-Esteem: The Mediating Role of Affective Commitment

“…Again, Harris et al (2018) acknowledged that perception of client-focused justice predicts employee turnover intention. Moreover, Vaamonde et al (2018) found the dimensions of justice (i.e., distributive, procedural and interpersonal justice) have negative indirect effects on turnover intentions through burnout and job satisfaction. These results indicate that distributive, procedural and interpersonal justice perceptions relate to lower levels of burnout, which in turn promote greater job satisfaction and lower turnover intentions among employees.…”

The Effect of Organizational Justice Perceptions on Burnout

“…One of the triggering elements of this emotion can be expressed as the perceptions of justice of the employees (Elovainio, Kivimäki, & Vahtera, 2002;Chênevert et al, 2013). In the studies aimed at determining the relationship between organizational justice dimensions and emotional burnout in literacy, it is observed that operational, distributive and interaction justice negatively affects the depletion (Vaamonde, Omar & Salessi, 2018;Safari, Tamizifar & Jannati, 2012;Lambert et al, 2010;Chênevert et al, 2013). In this study, it is concluded that the operational, distribution and interaction justice affects the emotional exhaustion and the distribution justice also affects desensitization negatively.…”