PSS, meeting frequency, and turnover intentions: Informational justice as mediator

PurposeThis paper aims to examine the role of social norms of justice and relationalism in salesperson–sales manager relationships, and their role in developing salesforce commitment and turnover.Design/methodology/approachThis study uses structural equation modeling to analyze survey data from 402 business-to-business salespeople.FindingsAs discrete foundational norms, distributive, procedural and interactional (interpersonal, informational) justice develop higher-order norms of relationalism, which then reflect on increased commitment and reduced turnover intention of the salesforce. Among the justice norms, interpersonal justice has the strongest impact on relationalism.Research limitations/implicationsThe paper shows how each justice norm has a distinct impact in shaping relational norms, and that interpersonal justice has the highest impact. In addition, with enhanced relationalism salespeople become more committed and have lower turnover intentions. Future research could use a longitudinal study, present manager’s side in the model and measure and compare the impact of supervisor- versus organization-focused justice.Practical implicationsTo enhance relationalism, and thus in turn increase commitment and decrease turnover intention of salesforce, sales managers should pay attention to the salespeople’s perceptions of justice norms (distributive, procedural, informational and interpersonal justice), especially interpersonal justice, as it has the highest impact on relationalism. The specific ways to enhance justice perceptions are discussed.Originality/valueThis paper is the first to show how each justice norm is unique in its importance to shape the relationship between sales manager and salespeople in a way that increases the quality of relational norms, governing the relational process into a highly committed one. It also shows that among the four justice norms, interactional justice has the highest impact on relationalism. In addition, this is the first study to show that relationalism decreases turnover intention of salespeople.

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

Evidence-based HRM a Global Forum for Empirical Scholarship ◽

10.1108/ebhrm-04-2018-0030 ◽

2019 ◽

Vol 7 (2) ◽

pp. 180-197

Author(s):

Muzammil Hussain ◽

Mohammad Saud Khan

Keyword(s):

Organizational Justice ◽

Print Media ◽

Turnover Intentions ◽

Negative Relationship ◽

Business Environment ◽

Quantitative Methodology ◽

Interpersonal Justice ◽

Content Type ◽

Informational Justice ◽

The Impact

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.”

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

Europe’s Journal of Psychology ◽

10.5964/ejop.v14i3.1490 ◽

2018 ◽

Vol 14 (3) ◽

pp. 554-570 ◽

Cited By ~ 4

Author(s):

Juan Diego Vaamonde ◽

Alicia Omar ◽

Solana Salessi

Keyword(s):

Job Satisfaction ◽

Organizational Justice ◽

Structural Equation ◽

Turnover Intentions ◽

Well Being ◽

Self Report ◽

Equation Modeling ◽

Interpersonal Justice ◽

Informational Justice ◽

Justice Perceptions

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.

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How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000261 ◽

2020 ◽

pp. 1-12

Author(s):

Sebastian Holzwarth ◽

George Gunnesch-Luca ◽

Roman Soucek ◽

Klaus Moser

Keyword(s):

Organizational Communication ◽

Turnover Intention ◽

Structural Equation ◽

Affective Commitment ◽

Turnover Intentions ◽

Equation Modeling ◽

Cross Sectional ◽

Confirmatory Factor ◽

Communication In Organizations ◽

Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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