The Influences of Procedural Justice on Turnover Intention and Social Loafing Behavior among Hotel Employees

Edrees, Hussein N. E.; Sobaih, Abu Elnasr E.; Gharbi, Hassane; Elnasr, Ahmed E. Abu

doi:10.3390/jrfm16020075

Cited by 5 publications

(7 citation statements)

References 90 publications

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“…Its low scores can reduce productivity by negative emotions experienced among employees such as anger [33]. It has been proven, for example, that in the case of hotel staff, procedural justice influences turnover intention [34]. The results also showed that organizational justice has an important effect on sustainable employee development, builds motivation, and benefits business as a result [35][36][37].…”

Section: Discussionmentioning

confidence: 98%

<em>And Justice for All.</em> Organizational Justice – a Coherent Path to Organizational Sustainability

Sygit-Kowalkowska,

Piotrowski,

Chybicka

et al. 2024

Preprint

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Job characteristics shape organizational sustainability, conferring tangible benefits to employees. Job characteristics shape attitudes toward work, such as satisfaction and engagement, and are related to the well-being and health of employees. The aim of the study was to determine and describe the role of work engagement and support at work in the relation between selected job characteristics (organizational justice, job control, and role clarity) and self-rated health. The study was conducted on a sample of 368 employees representing various industries. The study used: Utrecht Work Engagement Scale (UWES), Organizational Justice Survey, Coworker Support Scale, Supervisor Support Scale, Role Clarity Scale, Job Control Scale. Cantril ladder was used to measure self-rated health. The presented study established the importance of lower scores on the UWES subscale: dedication as a significant moderator of the examined correlations. In relation to the correlation: justice and its dimensions, and self-rated health, support from supervisors showed a greater effect than that from coworkers. The conducted study expands knowledge on the formation of employees' self-rated health through the sense of justice experienced within the organization. The results obtained are applicable to organizational practice. This finding highlights the importance of supporting organizational justice, which contributes to employee well-being (particularly when combined with high levels of work engagement and supervisor support) and ultimately increases organizational sustainability. Further research can be continued taking into account the limitations of the previous procedure of selecting people for the study and the measurement tools used.

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Section: Discussionmentioning

confidence: 98%

<em>And Justice for All.</em> Organizational Justice – a Coherent Path to Organizational Sustainability

Sygit-Kowalkowska,

Piotrowski,

Chybicka

et al. 2024

Preprint

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show abstract

“…Previous studies have shown how job characteristics are associated with meaningful work (Hackman & Oldham, 1975 and that workers who view their jobs as significant and meaningful are more committed and less likely to leave (Wingerden & Stoep, 2018;Holbeche & Springett, 2004). Further, procedural justice can reduce employees' intentions to leave; it significantly and negatively influences turnover intentions (Edrees, Sobaih, Gharbi, & Abu Elnasr, 2023). Thus:…”

Section: Impact Of Procedural Justicementioning

confidence: 99%

The impact of procedural justice on employee turnover intentions and the role of two mediators

O'Callaghan

2024

OMJ

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Purpose While there is ample discussion in management studies and organizational behavior textbooks about the factors that impact organizational outcomes, such as employee retention, this research is focused on exploring the previously unexplored question of how procedural justice, job characteristics and meaningful work influence employees' intentions to leave their organizations. As such, this study aims to investigate the impact of procedural justice on employees' intentions to leave, both independently and in conjunction with job characteristics and meaningful work as mediators. Design/methodology/approach This study uses partial least squares structural equation modeling (PLS-SEM) to develop the research model and for hypothesis testing. The path model is assessed using critical model fit indices and measures of goodness of fit. Findings The results reveal a negative relationship between procedural justice and employees’ intentions to leave. This negative relationship persists and is strengthened when both job characteristics and meaningful work act as mediators. Although job characteristics only exerted a significant effect through indirect effects, meaningful work demonstrated a significant negative impact on the intentions to leave through both direct and indirect effects. Originality/value This study presents a new perspective on employee retention by proposing an original mediation-based path model. Through the testing of eleven hypotheses, the study reveals the intricate relationships between the four constructs examined. The findings provide valuable insights that can serve as a basis for future research in management studies and organizational behavior.

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“…It is worth noting that organizational trust has never been so much in demand in a configuration now governed by scepticism and disloyalty. Edrees et al (2023) defined turnover as a conscious and deliberate attitude toward leaving an organization. It is essential to note that previous studies revealed many variables that affect an individual's turnover intention, such as organizational justice (Hom et al, 2017), mainly procedural justice (Gharbi et al, 2022a;, psychological safety (Sobaih, Gharbi, et al, 2022), leadership style (Sobaih, Hasanein, et al, 2022), and mistrust (Gharbi et al, 2022b).…”

Section: Introductionmentioning

confidence: 99%

To leave or not to leave: Does trust really matter in the nexus between organizational justice and turnover intention among female employees?

Alyahya,

Sobaih,

Gharbi

et al. 2024

J. Infras. Policy. Dev.

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This study unveils the mediating mechanism and explores the role of organizational trust in the link between organizational justice and turnover intention among female employees in the banking industry. For this purpose, we gathered data from 336 female workers employed at a Tunisian prominent bank, encompassing both head office and branch locations dispersed throughout the country. Our study analyzed the data using AMOS statistical software version 25 and confirmed our research hypotheses. Our findings showed that procedural justice and interactional justice positively influence organizational trust, while they both have a negative impact on turnover intention among female employees. Furthermore, organizational trust significantly and negatively influences female employees’ turnover intention. Ultimately, we have demonstrated that organizational trust completely mediates the link between procedural and interactional justice and female employees’ turnover intention. This highlights the significance of organizational trust in conditioning the relationships linking procedural and interactional justice to turnover intention among female employees. Hence, top management should put more emphasis on building organisational trust among their female employees to ensure positive attitude and behaviour. Other implications for practitioners and researchers are elaborated.

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The Influences of Procedural Justice on Turnover Intention and Social Loafing Behavior among Hotel Employees

Cited by 5 publications

References 90 publications

<em>And Justice for All.</em> Organizational Justice – a Coherent Path to Organizational Sustainability

<em>And Justice for All.</em> Organizational Justice – a Coherent Path to Organizational Sustainability

The impact of procedural justice on employee turnover intentions and the role of two mediators

To leave or not to leave: Does trust really matter in the nexus between organizational justice and turnover intention among female employees?

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