To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement

Kang, Minjeong; Sung, Minjung

doi:10.1080/1062726x.2019.1680988

Cited by 72 publications

(70 citation statements)

References 104 publications

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“…This study was an attempt to fill five identified gaps in employee engagement using empirical evidence from Sri Lanka. In the business and academic domains, there is a desire to understand the essence of employee engagement in the present day, as the outcomes contribute to employee job performance (Anitha, 2014;Kang & Sung, 2019;Wassem et al, 2019). As there are no previous similar direct studies being available to the researchers, there is no possibility of making a comprehensive traditional type of discussion to confirm the research findings through the previous empirical research evidence.…”

Section: Discussionmentioning

confidence: 99%

Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies

Iddagoda

Opatha

2020

Sage Open

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This study is a systematic and scientific attempt to fill five identified research gaps in the existing literature with regard to employee engagement through the use of empirical evidence from Sri Lankan listed companies. This study focuses on investigating employee engagement, its selected dynamics such as high-performance work practices (HPWPs), religiosity, personal character, leadership, work–life balance, and mediating effects of employee engagement on the relationship between the selected dynamics and employee job performance. The data gathered from 272 executives and managers in the Sri Lankan listed companies were analyzed and a set of hypotheses established and developed based on the theoretical and empirical accounts with regard to the dynamics of employee engagement, the combined effect of the dynamics of employee engagement, employee engagement as an independent variable, and the mediating role of employee engagement. A total of 12 hypotheses were tested with minimum researcher interference, in a noncontrived setting as a cross-sectional study and they were substantiated. Implications of the research findings have been discussed.

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Section: Discussionmentioning

confidence: 99%

Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies

Iddagoda

Opatha

2020

Sage Open

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“…Further, [69] found that the employee has a direct impact on the customer, and the relation of employee and customer is an important consideration for a company's success. Many researchers have found that customer satisfaction is related to employee satisfaction, and when employees are satisfied with their job, it leads to better customer service [96], [97]. Besides, another study accomplished by [98] indicated that there is a significant negative relationship between employee and customer satisfaction.…”

Section: The Importance Of Employee Turnovermentioning

confidence: 99%

Employee Turnover: Causes, Importance and Retention Strategies

Al-Suraihi

Samikon

Alsuraihi

et al. 2021

EJBMR

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This research aims to understand the causes of employee turnover and retention strategies in an organization. Key research findings indicate that employees have several reasons to leave their workplaces, such as job stress, job satisfaction, job security, work environment, motivation, wages, and rewards. Furthermore, employee turnover has a huge impact on an organization due to the costs associated with employee turnover and can negatively impact the productivity, sustainability, competitiveness, and profitability of an organization. However, the organization must understand the needs of its employees, which will help organizations, adopt certain strategies to improve employee performance and reduce turnover. Thus, implementing strategies will increase job satisfaction, motivation and the productivity of individuals and organizations, which can reduce employment problems, absenteeism, and employee turnover.

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“…Hoffman et al (2014) showed that greater pressure will lead to higher employee turnover and lower personal performance tendencies. Work pressure leads to staff turnover, so work pressure can be used to predict staff turnover (Kang & Sung, 2019). In this study, based on the above literature findings, the following hypotheses were proposed:…”

Section: Job Burnout Employee Loyalty and Corporate Culturementioning

confidence: 99%

The Moderating Effects of Employee Benefits and Job Burnout among the Employee Loyalty, Corporate Culture and Employee Turnover

Lee¹,

Liu²

2021

ujm

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To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement

Cited by 72 publications

References 104 publications

Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies

Relationships and Mediating Effects of Employee Engagement: An Empirical Study of Managerial Employees of Sri Lankan Listed Companies

Employee Turnover: Causes, Importance and Retention Strategies

The Moderating Effects of Employee Benefits and Job Burnout among the Employee Loyalty, Corporate Culture and Employee Turnover

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