A Research Study For Procedural Justice as a Factor in Employee Retention

Bu makalenin ilk amacı isgörenlerin örgütte kalma niyetleri ile prosedürel adalet algılamaları arasındaki iliskinin bir motosiklet isletmesinde yapılan uygulama ile ortaya konmasıdır. Arastırmadaki ikinci ana amaç ise isgörenlerin prosedürel adalet algılamaları ile demografik özelliklerinin örgütte kalma niyetlerine olan etkilerinin belirlenmesi ve kıyaslanmasıdır. Belirtilen amaçlara uygun olarak yazar tarafından hazırlanan anket çalısması arastırmada kullanılmıstır. Arastırmada toplam 106 adet anket degerlendirmeye alınmıs, anketlerin geri dönüsüm oranı % 81.5 olarak gerçeklesmistir. Arastırma sonuçları isgörenlerin örgütte kalma niyetleri ile prosedürel adalet algılamaları arasında pozitif yönlü bir iliski oldugu gerçegini ortaya koymaktadır. Ancak isgörenlerin örgütte kalma niyetleri ile mesleki deneyim ve egitim düzeyi kontrol degiskenleri arasında da negatif yönlü bir iliski oldugu arastırmada belirlenmistir. Diger yandan isgörenlerin örgütte kalma niyetleri üzerindeki en büyük etkiye prosedürel adalet algılamaları degiskeninin sahip oldugu ve bunu mesleki deneyim ve egitim düzeyi kontrol degiskenlerinin takip ettigi de arastırmanın bir diger sonucudur. sgörenlerin örgütte kalma niyetlerinin, prosedürel adalet algılamalarının desteklenmesi ile artırılabilecegi de arastırmadan örgütler adına çıkarılabilecek temel sonuç olarak öne çıkmaktadır.

İşgöreni Örgütte Tutma Aracı Olarak Prosedürel Adalete İlişkin Bir Araştırma Çalışması

This study firstly aims to explore the relationship between employees’ perceptions for procedural justice and their intentions to stay with an organization by an applied research in a motorcycle firm. Secondly, it tries to determine and compare the effects of employees’ perceptions for procedural justice and demographic variables on their intentions to stay in an organization. For these aims, a survey questionnaire designed by the author was used in the study. A total of 106 completed questionnaires were returned, representing a response rate of 81.5%. And the study results indicate that there was a positive relationship between employees’ procedural justice perceptions and their intentions to stay. But there was a negative relationship between employees’ perceptions for procedural justice and two demographic variables; vocational experience and educational degree. Also study results indicate that procedural justice had the strongest impact on employee intention to stay, and followed by vocational experience and educational degree. The main result of the study for organizations was employees’ intentions to stay could be increased through promoting employees’ perceptions for procedural justice in an organization.

PDF

___

Aryee, S., Budhwar, P.S., and Chen, Z.X. (2002), “Trust as a Mediator of the Relationship Between Organizational Justice and Work Outcomes: Test of a Social Exchange Model”, Journal of Organizational Behavior, Vol. 23, No. 3: 267-285.
Brockner, J. (1994), “Perceived fairness and survivors reactions to layoffs, or how downsizing organizations can do well by doing good”, Social Justice Research, 7: 345-363.
Brown, W.A and Yoshioka, C.F. (2003), “Mission Attachment and Satisfaction in Employee Retention”, Nonprofit Management and Leadership, 14 (1): 5-18.
Cascardi, M., Poythress, N.G., and Hall, A. (2000), “Procedural Justice in the Context of Civil Commitment: An Analogue Study”, Behavioral Sciences, Vol. 18, No. 6: 731-740.
Cohen, C.Y., and Spector, P.E. (2001), “The role of justice in organizations: A meta-analysis”, Organizational Behavior & Human Decision Processes, 86: 278-321.
Colquitt, J.A., Conlon, D.E., Wesson, M.J, Porter, C.O.L.H., and Ng, K.Y. (2001), “Justice at the millenium: a meta-analytic review of 25 years of organizational justice research”, Journal of Applied Psychology, 86: 425-445.
Elovainio, M., Kivimaki, M., and Vahtera, J.(2002), “Organizational justice: Evidence of a new psychosocial predictor of health”, American Journal of Public Health, 92: 105-108.
Elovainio, M., Leino-Arjas, P., Vahtera, J., and Kivimaki, M., (2006), “Justice at work and cardiovascular mortality: A prospective cohort study, Journal of Psychosomatic Research, 61: 271-274.
Erdogan, B., and Liden, R.C. (2006), “Collectivism as a moderator of responses to organizational justice: Implications for leader-member exchange and integration”, Journal of Organizational Behavior, 27: 1-17.
Fassina, N.E., Jones, D.A., and Uggerslev, K.L. (2008), “Meta-analytic tests of relationships between organizational justice and citizebship behavior: testing agent-system and sharedvariance models”, Journal of Organizational Behavior, 29: 805-828.
Fields, D., Pang, M., and Chiu, C. (2000), “Distributive and procedural justice as predictors of employee outcomes in Hong Kong”, Journal of Organizational Behavior, Vol. 21: 547- 562.
Folger, R., and Konovsky, M.A. (1989), “Effects of procedural and distributive justice reactions to pay raise decisions”, Academy of Management Journal, 32: 115-130.
Greenberg, J. (1990), “Organizational justice: Yesterday, today, tomorrow”, Journal of Management, 16: 399-432.
Griffeth, R.W., Hom, P.W., and Gaertner, S. (2000), “A Meta-analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millenium”, Journal of Management, 26: 463-488.
Heponiemi, T., Elovainio, M., Laine, J., Pekkarinen, L., Eccles, M., Noro, A., Soveri, F.H., and Sinervo, T. (2007), “Productivity and Employees’ Organizational Justice Perceptions in Long-Term Care for the Elderly”, Research in Nursing & Health, 30: 498-507.
Hom, P.W., and Kinicki, A.J. (2001), “Toward a Greater Understanding of How Dissatisfaction Drives Employee Turnover”, Academy of Management Journal, 44: 975-987.
Johnson, J.P., Korsgaard, M.A., and Sapienza, H.J. (2002), “Perceived Fairness, Decision Control, And commitment in International Joint Venture Management Teams”, Strategic Management Journal, 23: 1141-1160.
Kim, W.C, and Mauborgne, R.A. (1991), “Implementing global strategies: The role of procedural justice”, Strategic Management Journal, 12: 125-143.
Kim, W.C, and Mauborgne, R.A. (1991), “Procedural justice, attitudes, and subdiary top management compliance with multinationals’ corporate strategic decisions”, Academy of Management Journal, 36 (3): 502-526.
Kim, W.C, and Mauborgne, R.A. (1998), “Procedural Justice, Strategic Decision Making, and The Knowledge Economy”, Strategic Management Journal, 19: 323-338.
Kivimaki, M., Elovainio, M., Vahtera, J., and Ferrie, J.E. (2003), “Organizational Justice and health of employees: Prospective cohort study”, Occupational and Environmental Medicine, 60: 27-34.
Konovsky, M., and Paugh, D. (1994), “Citizenship behavior and social exchange”, Academy of Management Journal, 37 (3): 656-669.
Korsgaard,, A., Schweiger, and Sapienza, H. (1995), “Building Commitment, attachment, and trust in strategic decision-making teams: The role of procedural justice”, Academy of Management Journal, 38 (1): 60-84.
Lavelle, J.J., Brockner, J., Konovsky, M.A., Price, K.H., Henley, A.B., Taneja, A., and Vinekar, V. (2008), “Commitment, procedural fairness, and organizational citizenship behavior: a multifoci analysis”, Journal of Organizational Behavior, published online in Wiley Interscience: 1-21.
Lind, E. A., and Tyler, T.R (1988), The social psychology of procedural justice, New York: Plenum.
Maertz, C.P., and Campion, M.A. (1998), “25 years of Voluntary Turnover Research: A Review and Critique”, International Review of Industrial Organizational Psychology, 13: 49-81.
Martinson, B.C., Anderson, M.S., Crain, A.L., and De Vries, R. (2006), “Scientists’ perceptions of organizational justice and self-reported misbehaviors”, Journal of Empirical Research and Human Research Ethics, 1: 51-66.
Masterson, S.S., Lewis, K., Goldman, B.M., and Taylor, M.S. (2000), “Integrating justice and social exchange: the differing effects of fair procedures and treatment on work relationships”, Academy of Management Journal, 43: 738-748.
Mayer, R.C., and Schoorman, F.D. (1998), “Differentiating antecedents of organizational commitment: a test of march and Simon’s Model”, Journal of Organizational Behavior, 19: 15-28.
McFarlin, D.B., and Sweeney, P.D. (1992), “Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes”, Academy of Management Journal, 36: 626-637.
Moorman, R.H. (1991), “Relationship between organizational justice and organizational citizenship behaviors: do fairness perceptions influence employee citizenship?”, Journal of Applied Psychology, 76: 845-855.
Rupp, D.E., and Cropanzano, R. (2002), “The Mediating effects of social exchange relationships in predicting workplace outcomes from multifoci organizational justice”, Organizational Behavior and Human Decision Processes, 89: 925-946.