Abstract
This study revisits the relationship between job stress and turnover intention for employees using a sample of employees in public companies of Korea. The authors investigate both the effect of job stress on turnover and the process by which job stress affects employee turnover. In particular, they prove that job satisfaction mediates the relationship between stress and turnover intention of the employees. Furthermore, the authors explore the job stress-turnover relationship by extending a review of the organizational justice perspective and posit whether an employee perceived organizational justice could mitigate the presumed adverse effects of job stress on turnover intention. They suggest empirical evidence that there is a significant positive relationship between job stress and turnover intention, and that job satisfaction partially mediates this relationship. However, the authors found no strong evidence of moderating roles of perceived organizational justice. Based on the job demands-resources (JDR) model, the relationship between job stress and turnover intention is evidenced. Besides, the study implies that the incidence of perceived organizational justice fails to mitigate the effect of these value-decreasing job stressors on employee turnover.
Highlights
Job stress is an increasingly common feature of contemporary business and has become a common problem for human resource managers in organizations across the globe (Avey, Luthans, & Jensen, 2009)
We explore the possibility of whether perceived organizational justice can mitigate the negative effect of job stress on turnover intention among employees in manufacturing firms in Korea
Building on the job demands-resources (JDR) perspective, we examine whether perceived organizational justice is a significant factor related to resources in an organization in mitigating the negative impact of job stress on employee outcomes such as turnover intention (Monnot & Beehr, 2014; Topcic, Baum, & Kabst, 2016; Barbier, Demerouti, & Hansez, 2018)
Summary
Job stress is an increasingly common feature of contemporary business and has become a common problem for human resource managers in organizations across the globe (Avey, Luthans, & Jensen, 2009). A basic premise in the literature is that stressors in the work environment including role stress, lack of social support, lack of control, and interaction of such conditions can be detrimental to individual’s health and performance and thereby organizational outcomes (Ning, Zhong, Libo, & Qiujie, 2009; Marek, Schaufeli, & Maslach, 2017). Among these costs of work stress, employee turnover is a major negative outcome of work stress and has been a critical issue for management in recent years (Chen, Lin, & Lien, 2010).
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