Reducing turnover intentions through procedural justice and organizational citizenship behavior: Study of health sector of Pakistan

Primary Data ◽

Citizenship Behavior ◽

Behavior Study ◽

Data Source ◽

A Company ◽

Special Region

This study aims to show the influence of Organizational Culture and Procedural Justice on Organizational Citizenship Behavior (Study on IT Companies In Special Region of Yogyakarta) which is focused on the high low organizational culture of a company. Samples in this study as many as 9 IT companies with convenience sampling method. The population in this study is all IT companies in Isitimewa Area of Yogyakarta. The data type in this study is primary data. The data source in this study is the results of surveys, interviews and filling out questionnaires from employees of IT companies in the Special Region of Yogyakarta who became research samples. The results of this study show that organizational culture and procedural justice have a significant effect on organizational citizenship behavior in IT companies in Dareah Istimewa Yogyakarta. But for companies whose organizational culture is low organizational culture has no effect on organizational citizenship behavior in IT companies in the Special Region of Yogyakarta.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

Management Insight - The Journal of Incisive Analysers ◽

10.21844/mijia.v12i02.6974 ◽

2016 ◽

Vol 12 (02) ◽

Cited By ~ 1

Author(s):

Reeta Yadav

Keyword(s):

Job Satisfaction ◽

Organizational Justice ◽

Turnover Intentions ◽

Research Work ◽

Citizenship Behavior ◽

Future Research ◽

Antecedents And Consequences ◽

And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

The influence of servant leadership on employees' outcomes via job embeddedness in hospitality industry

Journal of Hospitality and Tourism Insights ◽

10.1108/jhti-01-2021-0003 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Muhammad Qamar Zia ◽

Muhammad Naveed ◽

Muhammad Adnan Bashir ◽

Asif Iqbal

Keyword(s):

Servant Leadership ◽

Work Performance ◽

Turnover Intentions ◽

Job Embeddedness ◽

Work Outcomes ◽

Citizenship Behavior ◽

Hotel Management ◽

Content Type

PurposeDrawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.Design/methodology/approachThe data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.FindingsThe study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.Research limitations/implicationsHotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.Practical implicationsHotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.Originality/valueThere are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.

Effects of Organizational Citizenship Behavior on Turnover Intentions in Marine Officers as Mediated by Organizational Commitment

Journal of the Korean Society of Marine Environment and Safety ◽

10.7837/kosomes.2020.26.7.787 ◽

2020 ◽

Vol 26 (7) ◽

pp. 787-797

Author(s):

Chang-Young LEE ◽

Keyword(s):

Organizational Commitment ◽

Turnover Intentions ◽

Citizenship Behavior

Employees’ Perceptions of CSR, Work Engagement, and Organizational Citizenship Behavior: The Mediating Effects of Organizational Justice

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph16101731 ◽

2019 ◽

Vol 16 (10) ◽

pp. 1731 ◽

Cited By ~ 14

Author(s):

Tahir Farid ◽

Sadaf Iqbal ◽

Jianhong Ma ◽

Sandra Castro-González ◽

Amira Khattak ◽

...

Keyword(s):

Procedural Justice ◽

Social Exchange ◽

Work Engagement ◽

Social Exchange Theory ◽

Banking Sector ◽

Citizenship Behavior ◽

Individual Level ◽

The Individual

Corporate social responsibility (CSR) at the individual level has emerged as an important field of research. However, a more comprehensive understanding of how CSR affects employee work engagement and organizational citizenship behavior (OCB) is still lacking. Based on social exchange theory, we examine the effects of employees’ perceptions of CSR on OCB and work engagement as well as the mediating mechanism of distributive and procedural justice, based on data collected from 350 employees working in the banking sector of Pakistan. Our study suggests that employees’ perceptions of CSR positively predict OCB and work engagement, and that work engagement is positively related to OCB. Both distributive and procedural justice positively mediate the effects of employees’ perceptions of CSR on OCB and work engagement.