Abstract
Research on the relationship between organizational justice and turnover has mainly focused on turnover intentions rather than behavior, and the role of health in this relationship has been widely ignored. In his study, we hypothesized that interpersonal justice perceptions and self-rated health impact on later group (changing work groups while staying in the organization) and organizational turnover (changing organizations). The main effect of self-rated health on group and organizational turnover, as well as its moderating influence on the relationship between interpersonal justice perceptions and turnover, was investigated. Finally, we investigated whether group and organizational turnover are related to changes in subsequent interpersonal justice perceptions. Swedish panel data from permanent workers answering at up to five consecutive time points were used, and multilevel structural equation models were calculated. Results showed that low interpersonal justice perceptions increase the risk of subsequent organizational, but not group, turnover. Lower levels of self-rated health predicted group, but not organizational, turnover. The effect of interpersonal justice perceptions on organizational turnover differed depending on self-rated health. Among those with poorer self-rated health, the negative association between interpersonal justice perceptions and organizational turnover was less pronounced. We also found that organizational turnover associated positively and group turnover negatively with changes in interpersonal justice perceptions. In conclusion, perceiving interpersonal justice decreases the risk of organizational turnover, but the association is less pronounced among employees with poor self-rated health.
Highlights
Personnel turnover is very expensive for organizations, both in terms of monetary costs associated with the recruitment and training of new personnel, and in knowledge drain and changed interpersonal dynamics between employees (Hom et al, 2012)
Research has not addressed whether the relationship between turnover and subsequent organizational justice perceptions is positive over time, and whether job changes result in higher levels of organizational justice. In response to these shortcomings, this study aims to increase the understanding of the links between organizational justice perceptions, health, and actual turnover behavior
We focus on interpersonal justice as an important in dicator of the social exchange relationship that the employee forms with the supervisor
Summary
Personnel turnover is very expensive for organizations, both in terms of monetary costs associated with the recruitment and training of new personnel, and in knowledge drain and changed interpersonal dynamics between employees (Hom et al, 2012). A variety of factors such as job fit, job attitudes, supervisor behavior, harassment and abuse, involve ment in work structures, and job offers have been found to be related to turnover intentions and actual turnover (Hom et al, 2012). An addi tional reason why employees may want to leave their jobs is that they feel unfairly treated by their employer or supervisor (Jones and Skar licki, 2003), with the supervisor being an important source for the social exchange relationship employees form with the wider organization. When the employees feel they are treated fairly, with respect, support, and shown that their well-being matters, it is likely that a stronger exchange relationship with the workgroup and potentially with the wider organization will be created (Bies, 2001; Blau, 1964). The literature on organizational justice and turnover has focused mainly on relations to turnover intentions (Colquitt et al, 2001; Eib et al, 2015; Hausknecht et al, 2011; Loi et al, 2006; Poon, 2012), while actual turnover behavior has rarely been studied (Jones and Skarlicki, 2003)
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