The effect of burnout and its dimensions on turnover intention among nurses: a meta-analytic review

PurposeThe primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.Design/methodology/approachThe study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.FindingsThe results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.Research limitations/implicationsThe differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.Practical implicationsThe findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.Social implicationsThis study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.Originality/valueThe study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

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A meta-analysis of the variables related to turnover intention among IT personnel

Kybernetes ◽

10.1108/k-02-2021-0098 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Ahmet Hakan Özkan

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Effect Size ◽

Turnover Intention ◽

Meta Analysis ◽

It Industry ◽

Data Set ◽

Content Type ◽

It Personnel ◽

The Relationship

PurposeThis study aims to investigate the relationships between job satisfaction, organizational commitment and turnover intention of information technology (IT) personnel.Design/methodology/approach3,844 studies which are published between 1998 and 2019 are screened on ScienceDirect, Scopus and ProQuest databases. 10,523 subjects formed the first data set regarding the relationship between job satisfaction and turnover intention, 7,903 subjects formed the second data set regarding the relationship between organizational commitment and turnover intention, 843 subjects formed the third data set regarding the relationship between empowerment and turnover intention, and 3,430 subjects formed the fourth data set regarding the relationship between job satisfaction and organizational commitment.FindingsResults showed that the effect size of the relationship between job satisfaction and organizational commitment is the strongest (r = 0.59). The effect size of the relationship between job satisfaction and turnover intention (r = −0.50), and the effect size of the relationship between organizational commitment and turnover intention r = −0.51) were also large. But the effect size of the relationship between empowerment and turnover intention was medium (r = −0.34).Originality/valueThis study is rare, and it can be used by the managers working in the IT industry.

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Effect of Organizational Justice on Turnover Intention: Mediating Role of Employee Motivation

Journal of Business & Tourism ◽

10.34260/jbt.v1i2.20 ◽

2021 ◽

Vol 1 (2) ◽

pp. 105-121

Author(s):

MUHAMMAD YOUNAS ◽

IMRAN SAEED ◽

GHAYYUR QADIR ◽

SAIF ULLAH KHAN

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Turnover Intention ◽

Extrinsic Motivation ◽

Turnover Intentions ◽

Interactional Justice ◽

Employee Motivation ◽

Mediating Role ◽

Knowledge Intensive

Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.

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Status quo bias in information system adoption: a meta-analytic review

Online Information Review ◽

10.1108/oir-09-2015-0311 ◽

2016 ◽

Vol 40 (7) ◽

pp. 998-1017 ◽

Cited By ~ 3

Author(s):

Cheng-Chieh Wu

Keyword(s):

Information System ◽

Institutional Environment ◽

Meta Analysis ◽

Status Quo ◽

Status Quo Bias ◽

Institutional Pressures ◽

Data Set ◽

Content Type ◽

Analytic Review ◽

The Status

Purpose The purpose of this paper is to clarify the influence of status quo on information system (IS) adoption. Organizations often substantially allocate resources to leverage existing IT investments. The incumbent system deployment and the institutional environment will exert the influence on the new IS adoption of firms. The findings provide insights for explaining why firms conservatively react toward an emerging IT innovation. Design/methodology/approach The research design of the present study is consisted of the following steps. First, the related theoretical foundations of system adoption are reviewed for constructing the research framework. Second, based on the status quo bias theory, this study proposes a conceptual model. Third, the research data set was constructed through collecting manuscripts by conducting journal-by-journal searching in electronic databases. Finally, the protocol proposed by Lipsey and Wilson (2001) was used to conduct the meta-analysis. Findings Through a meta-analysis with 34 published studies, this study provides three observations. First, the results provide supports for the magnitude and significance of proposed relationships. Second, the relationships between status quo factors, expectations, and IS adoption are indeed related. Third, the considerable variability across effect sizes can be attributed to the type of adoption, the type of focal system, and the type of institutional pressures. Research limitations/implications Although the meta-analytic results provide supports for the significance and magnitude of proposed relationships, the follow-up manuscripts searching and further analyses are needed. Originality/value This research presents a collective understanding of systems adoption from status quo bias perspective. The findings provide insights for further researches on IS adoption.

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The Multidimensional Constructs of Organizational Justice and Organizational Commitment: Empirical Evidence From Public and Private Organizations in Indonesia

AFEBI Management and Business Review ◽

10.47312/ambr.v2i02.105 ◽

2018 ◽

Vol 2 (02) ◽

pp. 69

Author(s):

Fahrudin JS Pareke

Keyword(s):

Factor Analysis ◽

Organizational Commitment ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Empirical Evidence ◽

Strong Support ◽

Interactional Justice ◽

Continuance Commitment ◽

Informational Justice

The multidimensional construct of organizational justice and organizational commitment has attracted longstanding attention and debate among managers, researchers and academicians. To achieve significant progress, studies in this area should be directed to investigate the two sides simultaneously, construct validity and substantive validity. So that the progress achieved can be balanced between the conceptualization and definition of the construct itself as well as the relationship and its effect on other constructs. Therefore, current study intents to test the validity dan reliability of four-factors of organizational justice (FFOJ) construct, and to test its effect on organizational commitment dimensions. The research respondents were 264 private employees and civil servants who studying in 3 graduate programs at University of Bengkulu, choosen using stratified random sampling. Two-hundred-and-fifty-seven respondents participated in the study. Data analysis used Factor Analysis, reliability test, and Hierarchical Regression Analysis (HRA). The conclusions of this study provide strong support for the FFOJ conceptualization. Of the 20 items questionnaire included in factor analysis, 19 items loaded in 4 dimensions, which is distributive justice (4 items), procedural justice (6 items), interactional justice (4 items), and informational justice (5 items). The reliability of all dimension are good, with Cronbach 'Alpha (α) score greater than 0.7. Almost all dimensions of FFOJ affect the dimensions of organizational commitment, except the interactional justice that has no effect on the affective commitment. Further investigation is highly recommended so that organizational justice measurement becomes more workable in explaining the phenomena of justice in the daily life of the organization. The empirical evidence also further emphasized the important role of organizational justice in order to foster, enhance, and maintain organizational commitment. Attempts to acquire employees with high organizational commitment will face serious obstacles when the employees still perceive there is no fairness in their organization.Keywords: afective commitment, continuance commitment, distributive justice, interactional justice, informational justice; procedural justice, normative commitment

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Procedural And Distributive Justice As Mediators Of The Relationship Between Interactional Justice And Work Outcomes: An Empirical Study Of The UAE Public Health Care Sector

Journal of Applied Business Research (JABR) ◽

10.19030/jabr.v30i4.8657 ◽

2014 ◽

Vol 30 (4) ◽

pp. 1091 ◽

Cited By ~ 7

Author(s):

Thamna S. Al Afari ◽

Hossam M. Abu Elanain

Keyword(s):

Distributive Justice ◽

Organizational Justice ◽

Organizational Citizenship ◽

Turnover Intention ◽

Interactional Justice ◽

Organizational Citizenship Behaviors ◽

Public Hospitals ◽

Public Health Care ◽

Healthcare Sector ◽

Citizenship Behaviors

This study examined the direct and indirect effects of different dimensions of organizational justice on organizational citizenship behaviors, and turnover intention in the context of the United Arab Emirates (UAE) healthcare sector. A questionnaire was administered to a random sample of 448 employees working in three different public hospitals in the UAE. The study used descriptive statistics, factor analysis, correlation analysis, and regression analysis to analyze the data. The results revealed that perceptions of the three organizational justice dimensions (interactional justice, procedural justice, and distributive justice) have a direct influence on employees' organizational citizenship behaviors and turnover intention. In addition, the results showed that interactional justice has an indirect effect on both organizational citizenship behaviors and turnover intention through procedural and distributive justice. This study is one of the first empirical studies of its kind to demonstrate the role of procedural and distributive justice as mediators between interactional justice and employees' work attitudes and behaviors. In conclusion, the results of this study indicate that each of the dimensions of organizational justice, which affect employee attitudes and behavior in the healthcare sector, gives us a better understanding of organizational justice and its dimensions and its influence.

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The Multidimensional Constructs of Organizational Justice and Organizational Commitment: Empirical Evidence From Public and Private Organizations in Indonesia

AFEBI Management and Business Review ◽

10.47312/ambr.v2i2.105 ◽

2017 ◽

Vol 2 (2) ◽

pp. 69

Author(s):

Fahrudin JS Pareke

Keyword(s):

Factor Analysis ◽

Organizational Commitment ◽

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Empirical Evidence ◽

Strong Support ◽

Interactional Justice ◽

Continuance Commitment ◽

Informational Justice

The multidimensional construct of organizational justice and organizational commitment has attracted longstanding attention and debate among managers, researchers and academicians. To achieve significant progress, studies in this area should be directed to investigate the two sides simultaneously, construct validity and substantive validity. So that the progress achieved can be balanced between the conceptualization and definition of the construct itself as well as the relationship and its effect on other constructs. Therefore, current study intents to test the validity dan reliability of four-factors of organizational justice (FFOJ) construct, and to test its effect on organizational commitment dimensions. The research respondents were 264 private employees and civil servants who studying in 3 graduate programs at University of Bengkulu, choosen using stratified random sampling. Two-hundred-and-fifty-seven respondents participated in the study. Data analysis used Factor Analysis, reliability test, and Hierarchical Regression Analysis (HRA). The conclusions of this study provide strong support for the FFOJ conceptualization. Of the 20 items questionnaire included in factor analysis, 19 items loaded in 4 dimensions, which is distributive justice (4 items), procedural justice (6 items), interactional justice (4 items), and informational justice (5 items). The reliability of all dimension are good, with Cronbach 'Alpha (α) score greater than 0.7. Almost all dimensions of FFOJ affect the dimensions of organizational commitment, except the interactional justice that has no effect on the affective commitment. Further investigation is highly recommended so that organizational justice measurement becomes more workable in explaining the phenomena of justice in the daily life of the organization. The empirical evidence also further emphasized the important role of organizational justice in order to foster, enhance, and maintain organizational commitment. Attempts to acquire employees with high organizational commitment will face serious obstacles when the employees still perceive there is no fairness in their organization.Keywords: afective commitment, continuance commitment, distributive justice, interactional justice, informational justice; procedural justice, normative commitment

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Relations between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school: A meta-analysis

Journal of Human Sciences ◽

10.14687/ijhs.v13i1.3396 ◽

2016 ◽

Vol 13 (1) ◽

pp. 1408 ◽

Cited By ~ 2

Author(s):

Kamile Demir

Keyword(s):

Job Satisfaction ◽

Organizational Commitment ◽

Distributive Justice ◽

Organizational Justice ◽

Significant Relationship ◽

Meta Analysis ◽

Interactional Justice ◽

Positive Correlation ◽

Justice Perceptions ◽

The Relationship

The purpose of this research study is to investigate the relationship between teachers’ organizational justice perceptions and organizational commitment and job satisfaction in the school via meta-analysis. An extensive literature search was conducted to identify both published and unpublished reports that examined the relationship between teachers’ perceptions of justice, job satisfaction and the organizational commitment to minimize potential availability bias. In total, research reports have identified providing usable data for 24 independent samples. Eight of these studies were published and 16 were unpublished dissertations. In this study, as indicator of effect size is chosen the correlation coefficient. Random effects model was preferred according to heterogeneity tests conducted for organizational commitment and job satisfaction. As a result of meta-analysis, it was found that distributive justice correlated positively with organizational commitment. There is a positive correlation between interactional justice and organizational commitment. Interactional justice has a significant relationship with organizational commitment. Teachers’ overall perception of justice was positively related to organizational commitment. The distributive justice was found to have a significant relationship with teachers’ job satisfaction. Procedural justice was found to be significantly related to the teachers’ job satisfaction. There is a positive correlation between interactional justice and teachers’ job satisfaction. Finally, organizational justice positive correlated with job satisfaction.

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Pengaruh Persepsi Keadilan terhadapKinerja Distributor PT X dengan Ketergantungan sebagai Variabel Moderating

Arthavidya Jurnal Ilmiah Ekonomi ◽

10.37303/a.v22i2.170 ◽

2020 ◽

Vol 22 (2) ◽

pp. 268-285

Author(s):

Icuk Hertanto ◽

Ade Witoyo

Keyword(s):

Distributive Justice ◽

Procedural Justice ◽

Organizational Justice ◽

Total Population ◽

Interactional Justice ◽

Market Control ◽

Eastern Indonesia ◽

Positive Effect

Abstract: PT. X companies engaged in the national cement productionsector which are the market leaders in Indonesia which control the islandsof Java, Bali, Kalimantan and parts of Eastern Indonesia. The result of thisproduct tends to be a commodity product. So, to maintain market control isto maintain the level of availability of cement products. With suchchallenges, PT. X must maintain good relations with its distribution network.One important factor in maintaining good relations between suppliers andbuyers is the Perception of Organizational Justice that exists in both. Thepurpose of this study was to analyze the effect of perceptions oforganizational justice on the performance of the distributors of PT. X withdependence as moderating variable. This research is a quantitative studywith a total population of all distributors of PT. X. This study concludes thatorganizational justice has a positive effect on distributor performance, andthis influence is not moderated by dependency.Keywords: distributor performance, procedural justice, distributive justice,interactional justice, organizational justice, dependency.

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Determinants of conflict in channel relationships: a meta-analytic review

Journal of Business and Industrial Marketing ◽

10.1108/jbim-08-2016-0195 ◽

2018 ◽

Vol 33 (7) ◽

pp. 911-930 ◽

Cited By ~ 1

Author(s):

Dheeraj Sharma ◽

Biswajita Parida

Keyword(s):

Quantitative Analysis ◽

Meta Analysis ◽

Research Work ◽

Composite Model ◽

Research Papers ◽

Holistic View ◽

Channel Conflict ◽

Content Type ◽

Channel Relationships ◽

Analytic Review

Purpose The advent of the internet, digitization and e-commerce has changed the definition of business territory, re-invented direct selling, eradicated middle men and brought the customers and sellers closer. These changes in the business scenario must have had an impact on the intensity and nature of channel conflict which needs to be inspected to structure better channel relationship strategies in the changing context. This paper aims to attempt a systematic investigation into the determinants of channel conflict in today’s context and proposes a composite model by reconciling the research so far in the domain of channel relationships. Design/methodology/approach An exhaustive search was carried for extant research finding in the channels resulting in the identification of 284 research papers beyond the meta-analysis by Geyskens et al. (1999). The next step was to manually scan through each of these papers to identify the studies which involved quantitative analysis including measures of association such as correlations related to conflict and the determinants of conflict. This led to the finalization of 36 research papers for the meta-analysis. Findings This study proffers a model that illustrates ranking of major determinants of channel conflict. The results of the study suggest that determinants can be categorized into three major domains: organizational, interpersonal (communication, cooperation, relationship activities and opportunistic behaviour) and environmental factors (environmental volatility, competitive intensity and product or market volatility). Research limitations/implications The analysis is based on static data in the sense that the correlations do not reflect supplier-channel member interactions in specific conflict situations. It may be argued that conflicts ultimately occur among firms/businesses run by individuals and individual traits may also impact the formation and resolution of conflict. Further, the quality of the measures capturing the constructs was not investigated in many studies. Final limitation pertains to the measurement of conflict. Conflict may not have been measured in a uniform manner in each of the studies analysed. As this study has evaluated extant research through a meta-analysis, it was not possible to identify the correlations between the determinant variables and the three factors (or constructs). Practical implications This study reconciles different research streams in this domain with the visualization of the composite model. It presents a quantitative analysis of the correlations of the determinants of conflict with channel conflict holistically. It creates a base through the composite model to carry forward the academic discussion in this domain holistically. It aims to be a ready reference for understanding the antecedents of conflict along with their significant correlations to enable prioritization of their channel strategies. Social implications This meta-analysis and the suggested model that may be of use to practitioners in terms of prioritizing their activities to reduce channel conflicts through pre-emption. It is hoped that this study enhances the extant understanding of the determinants of channel conflict considerably based on the presented composite model. The results may assist to resolve channel conflicts, create channel synergies, identify optimal channel mix, reduce channel costs, increase channel efficiency and build partnerships in the changing business scenario. Originality/value A holistic view of the determinants of conflict would be of enormous use to practitioners and academics alike. Hence, a detailed study is required to enlist and categorize the determinants causing conflict in channels so that an attempt can be made to resolve channel conflict for better performance of the firms. This meta-analysis study is an attempt to fill this major gap in research in this domain to quantitatively analyse the major determinants of channel conflict on the basis of analysis of research work over the past 15 years.

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