Enhancing intention to stay among software professionals

Abstract

Purpose Despite the importance of employees’ perception of organizational justice and its impact on intention to stay, various loopholes have been identified that do not justify this relationship. The purpose of this paper is to posit a model, which postulates the effect of procedural and interactional justice on distributive justice, which further impact employees’ intention to stay. Subsequently, it also investigates the mediating role of employees’ affective commitment. Design/methodology/approach A questionnaire was prepared and a survey was conducted on 500 junior and middle-level software professionals. Structural equation modeling was employed to examine the proposed model. Findings The study concludes the positive effect of distributive, procedural and interactional justice on employees’ intention to stay. Moreover, the addition of affective commitment as a mediator, displayed an indirect influence of organizational justice on intention to stay. Research limitations/implications This study proposes a model to boost organizational justice to encourage employees’ intention to stay in an organization. Furthermore, considering the role of organizational commitment in enhancing intention to stay would be fruitful to the stakeholders in the IT industry. Originality/value No study has been reported in the context of the role of organizational justice on intention to stay while testing the contribution of affective commitment as a mediator, within a single framework. This study elucidates the influence of distributive, procedural and interactional justice on employees’ intention to stay in IT organizations.

Contemporary Research on Business and Management

“…In this study, the researchers decided to continue using the scale developed by Jung and Yoon (2013) by changing negative statements to positive ones without changing the existing meaning. In line with that, Gupta and Singh (2018) also measured the intention to stay variable through a reversal of the turnover intention scale developed by Mobley et al (1979) by changing negative statements to positive ones without changing the meaning. All measures used a 7-point Likert scale.…”

Fairness in human resource management practices and engineers' intention to stay in Indian construction firms

“…Based on their study conducted among software professionals Aboobaker et al (2020) recommend the development of good interpersonal relations and connections between employees and the organization as an efficient way to enhance employees' intention to stay. Although there are studies focused on identifying effective human resource practices that enhance employee's intention to stay, most of them have been conducted in sectors other than construction (Addai et al, 2018;Gupta and Singh, 2018;Nawaz and Pangil, 2016;Perreira et al, 2018;Rubel and Kee, 2015;Tetteh et al, 2019). Despite being one of the largest employing sectors in India, studies focusing on employee retention are less in the Indian construction sector.…”

“…Employees who perceive fairness in organizational practices develop a sense of attachment and obligation toward their organization (Shanker, 2018;Tetteh et al, 2019). Several studies have found a significant association between fairness in organizational practices and employees' behavior, such as trust, commitment, organizational citizenship behavior and intention to stay (Addai et al, 2018;Gupta and Singh, 2018;Nawaz and Pangil, 2016;Perreira et al, 2018;Rubel and Kee, 2015;Shanker, 2018;Tetteh et al, 2019). According to Armstrong-Stassen et al (2015), the implementation of fair human resources increases employees' satisfaction with the organizational practices which enhances their decision to stay.…”

“…Although studies examining the impact of fairness in human resource practices on employee intention to stay/leave have been conducted across different settings, such as information technology, manufacturing, health services, etc. (Addai et al, 2018;Gupta and Singh, 2018;Nawaz and Pangil, 2016;Perreira et al, 2018;Rubel and Kee, 2015;Tetteh et al, 2019), studies on construction sector are scarce. The results obtained from others are not generalizable to the construction sector.…”

An Empirical Survey of the Relationship between Transformational Leadership and Staff Retention in the Context of Microfinance Institutions in Kenya

“…Individualized consideration is deployed by leaders in mentoring followers, by focusing on their individual needs and diversity thus enabling them to achieve their goals (Okoli et al, 2021). Such followers are likely to perceive organizational justice due to the individualized attention of their leaders, an aspect regarded in this study as an indicator of staff retention (Gupta & Singh, 2018).…”