Journal of Academic Research for Humanities (JARH) is a double-blind peer-review, Open Free Access, online Multidisciplinary Research Journal
Skip to main navigation menu Skip to main content Skip to site footer

Impact of Organizational Justice on Employee Turnover at Commercial Banks

Abstract

This research investigated the influence of organizational injustice on reducing employee turnover. Most of the employees leave the organization because of injustice, discrimination, and various other unfair reasons. If there is a justice system that works on accurate parameters, then employees will have fewer chances to quit the organization, and they will prefer to get involved in the workplace. Most of the employees quit the banking sector due to an excessive work burden, but it could be managed through a proper justice system. In this research, commercial banks were surveyed; in total, 200 questionnaires were distributed, and 158 were returned completely filled out. It was observed that employees were committed towards banks and the justice system, which increases employee engagement. The results of the statistical analysis showed that organizational justice has a positive influence on reducing employee turnover. The results show that the organization’s justice plays a significant role in reducing the turnover rate. Further, organizational justice and turnover have a significant association between them. It could be beneficial for the banking sector to implement organizational justice and give priority to the justice system to decrease employee turnover.

Keywords

Organizational Justice, , discrimination, , Employee Turnover, , commercial banks

PDF

Author Biography

Tahir Mehmood Memon

 

 

Nazar Hussain

 

 

Ali Raza Lashari

 

 


References

  1. Boxall, P. (2014). The future of employment relations from the perspective of human resource management. Journal of Industrial Relations, 56(4), 578-593.
  2. Chan, S. O., Lee, J. R., Raghavendra, P., & Steurer, D. (2016). Approximate constraint satisfaction requires large LP relaxations. Journal of the ACM (JACM), 63(4), 1-22.
  3. Chen, C. C., & Chiu, S. F. (2009). The mediating role of job involvement in the relationship between job characteristics and organizational citizenship behavior. The Journal of social psychology, 149(4), 474-494.
  4. Chory, R. M., & Hubbell, A. P. (2008). Organizational justice and managerial trust as predictors of antisocial employee responses. Communication Quarterly, 56(4), 357-375.
  5. Cullinane, S. J., Bosak, J., Flood, P. C., & Demerouti, E. (2014). Job design under lean manufacturing and the quality of working life: a job demands and resources perspective. The International Journal of Human Resource Management, 25(21), 2996-3015.
  6. Folger, R., & Konovsky, M. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management journal, 32(1), 115-130.
  7. Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management review, 12(1), 9-22.
  8. Greenberg, J., & Eskew, D. E. (1993). The role of role playing in organizational research. Journal of management, 19(2), 221-241.
  9. Hubbell, A. P., & Chory‐Assad, R. M. (2005). Motivating factors: Perceptions of justice and their relationship with managerial and organizational trust. Communication studies, 56(1), 47-70.
  10. Lam, S. S., Schaubroeck, J., & Aryee, S. (2002). Relationship between organizational justice and employee work outcomes: a cross‐national study. Journal of organizational behavior, 23(1), 1-18.
  11. Las Heras, M., Kim, S., Escribano, P., & Raes, A. (2016). Well-being and engagement as predicted by fit and misfit of work to family supervisor interruption behaviors and–subordinate interruption tolerance. European Accounting and Management Review, 3(1), 93-123.
  12. Lee, S., Shin, H., Park, J. J., & Kwon, O. R. (2010). A brand loyalty model utilitizing team identification and customer satisfaction in the licensed sports product industry.
  13. Lind, E. A., & Van den Bos, K. (2002). When fairness works: Toward a general theory of uncertainty management. Research in organizational behavior, 24, 181-224.
  14. May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37.
  15. Organizational commitment in Kuwait. International Journal of Management, 23(4), 838.
  16. Staff, M. C. (1945). Maine Campus February 15 1945.