Turnover is a substantial problem all over the world, in all the industries. The problem is further impairing to the performance of knowledge intensive industries such as pharmaceuticals. This study examined the effect of Organizational justice facets i.e. Procedural Justice, Distributive Justice and Interactional Justice on Turnover Intention. Based on a sample of 141employees from 19 Private sector pharmaceutical companies located in Peshawar. The results reveal that Procedural Justice and Distributive Justice have significant and constructive effect on Turnover Intention while of Interactional Justice had no statistically significant effect. The analysis also shows that Intrinsic and Extrinsic Motivation as mediating variables significant effect on relationship between Organizational and Turnover Intentions.
Employee’s job performance is considered to be very key variable effecting organizational performance. In today’s hypercompetitive world global economy business need to try identifying the factors that has effect on employee’s performance, and psychological capital and emotional intelligence are amongst them. Consequently the main aim of the study was to find out the relationship of psychological capital and emotional intelligence on employee’s job performance in Public sector Universities of Peshawar. In order to obtain the required objectives, a sample of 170 respondents was selected randomly through proportional allocation method. Well-structured questionnaire was used to collect the data. For checking the reliability of data, Cronbach’s alpha coefficient was used. The results quantified that the collected data is reliable as coefficient of Cronbach’s alpha is greater than 0.70 for psychological capital and emotional intelligence. For employee performance the reliability measures was less than 70%.MAS were greater than 3 for most of studied attributes showing that employees are in favor of effect of psychological capital and emotional intelligence on employee’s performance. The results of Chi-square showed a significant (P < 0.05) association between psychological capital and employee performance and also emotional intelligence and employee performance. Grounded on the results, it is determined that psychological capital and emotional intelligence are significantly associated with employee’s performance.
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