Abstract
It has been debated in literature whether context more than disposition predicts organizational outcomes, but the extent to which they predict employee turnover intention has been evaded, whereas beyond theorising, this may have important consequences for employee retention and performance strategy. The predictive roles of contextual (distributive, procedural and interactional justice) and dispositional variables (conscientiousness, agreeableness and emotional stability) on turnover intention among employees in Nigeria’s oil industry were examined. Using cross-sectional survey design and multistage sampling techniques (n =750) employees comprising 534 (71.2%) males and 216 (28.8%) females with a mean age of 35 years and standard deviation of 6.88 participated in the study. The sampling frame in all 12 out of 32 companies from four clusters that make up Nigeria’s oil industry was formed using quota, proportionate and simple random sampling techniques. Data was collected using validated measures of the study variables combined into a single survey questionnaire. Significant negative relationship was found between contextual variables and turnover intention, and between dispositional variables and turnover intention respectively. Controlling for age and tenure, contextual variables accounted for higher variance in turnover intention (R2 = 0.098; F (5, 745) = 22.23, p < .001) ) than dispositional variables (R2 = 0.10; F (8, 742) = 1.51. p < .001, justifying the assumption of weak effects of dispositional traits in strong situations. Managerial implications of the findings are discussed.
Highlights
Just like any other construct, labour turnover and turnover intention literature has undergone tremendous evolutionary changes in the past three decades
Step two determines how much variation in turnover intention is accounted for by entering rst the contextual variables, the total variance explained as a whole was R2 = .098; F (5, 745) = 22.23, p < .001. e third step determined how much more variance in turnover intention resulted from adding the group of dispositional variables. e total variance explained as a whole was R2 = .10; F (8, 742) = 1.51, p < .001. is indicated a very marginal increase due to inclusion of dispositional variables
The study found that as participants’ perception of distributive, procedural, and interactional justice increases, their intention to turnover decreases respectively. These ndings reveal that fairness in distribution of rewards, implementation of organizational policies and procedures, as well as the prevailing superiors’ styles of interaction with subordinates were found to be more important determinants of employees’ intention to stay with their organization than dispositional variables. is is consistent with earlier studies which reported signi cant relationship between predictors and other similar criterion variables (Almalki, FitzGerald, & Clark, 2012; Rupp, 2011; Cropanzano & Rupp, 2008)
Summary
Just like any other construct, labour turnover and turnover intention literature has undergone tremendous evolutionary changes in the past three decades. Conceptualizing turnover intention for the purpose of this study implies an employee’s own estimated probability or propensity to quit the employing organization at some near future time (Price, 2001; Hom & Gri eth, 1995). E cient management of human resources of the rms in the industry would be achieved through identifying and intervening upon factors that could minimize employees’ turnover intention and enhance their retention and performance (Oluwafemi, 2010). Previous studies have demonstrated that intention to leave an organization consistently correlated with actual turnover (Gri eth, Hom, & Gaertner, 2000). E research has linked turnover intention to lateness, absenteeism, work withdrawal, reduced performance, and poor organisational citizenship behaviour, low commitment, and poor work engagement, poor organizational citizenship behaviour, and invariably declining output ( Johns, 1997; Meyer, 1997; Gri eth et al, 2000; Oluwafemi, 2009; 2010; Samad, 2012). Turnover intention is not the sort of a itudes that should be allowed to fester among employees for too long within an organization
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