Organizational justice and turnover intentions: probing the Pakistani print media sector

Abstract

Purpose To survive in this competitive era of modern business environment, organizations have to constantly develop, adapt and react to new challenges. Therefore, it is critical for organizations to create a sense of justice and involve their employees in business activities; thereby achieving the organization’s strategic goals. The purpose of this paper is to investigate the impact of organizational justice (OJ) on job turnover behavior of employees within the print media sector of Pakistan. Design/methodology/approach The study employs a quantitative methodology. It uses a sample of 402 employees from the newspaper industry to test hypotheses using regression analysis. Findings Results indicate that perceived distributive justice, procedural justice and informational justice have a negative relationship with turnover intentions of employees (as hypothesized) whereas; interpersonal justice did not result in a significant relationship. Originality/value The present study is one of the first within a Pakistani context in print media sector, aiming to examine the relationship of OJ (addressing all of its dimensions) and “intentions to leave the organization.”

Investigation of the Organizational Justice, Perceived Organizational Support and Organizational Cynicism Perceptions of Academicians

“…Blakely, Andrews and Moorman (2005), Tyagi, Moses and Rana (2017) reached to the results in their studies that the participants' organizational justice perceptions were high. Hussain and Khan (2018) found in their study that the staff's procedural justice perceptions were moderate, distribution as justice perceptions were low and interactional justice perceptions were high.…”

Organisation Justice Towards’ Employees Voluntary Turnover: A Perspective of SMEs in Malaysia

“…It is similar to instructions and demonstrations on handling a particular task (Grondelle, 2018;Pepper, 2019). A study done by Mueller and Price found that an intention to leave is formed when there is a sense of the unfair distribution of rewards and outcomes among employees (Hughes & Merges, 2017;Hancock et al, 2018;Hussain & Khan, 2019;Brinkmann, 2020). H1: Organisational justice is related to employees' voluntary turnover.…”

Horizontal-Leader Identification in Construction Project Teams in China: How Guanxi Impacts Coworkers’ Perceived Justice and Turnover Intentions

“…Perceived distributive justice has been shown to affect employees' work attitudes and behaviors, including job satisfaction, retention, and withdrawal (Daileyl & Kirk, 1992;Sweeney & McFarlin, 1997). In particular many scholars, including Telly et al (1971) and Hussain and Khan (2019), have found that employee turnover intention is significantly related to distributive justice. Consistent with this previous research, we hypothesize the following: Hypothesis 2b: Regarding HL identification, the perceived distributive justice of coworkers who have not been identified as HLs in project teams is negatively related to their turnover intentions.…”