Fairness Reduces the Negative Effects of Organizational Politics on Turnover Intentions, Citizenship Behavior and Job Performance

Örgütsel Adaletin Çalışanların Örgütsel Özdeşleşme Ve İşten Ayrılma Niyetine Etkisi: Örgütsel Özdeşleşmenin Aracılık Rolü

“…Yapılan birçok araştırmada prosedür adaleti iş performansı arasında anlamlı ve pozitif bir ilişki belirlenmiştir (Williams, 1999;Nurse, 2005;Ang vd., 2003;Lindquist, 1995;Byrne, 2005).…”

“…Dağıtım adaleti gibi bireysel beklentilerle önemli ilintisi olan dengeler çalışanların işte kalma kararında önemli bir etken olarak algılanabilmektedir. (Greenberg, 1987) Prosedür adaleti ile İAN arasındaki negatif yönlü ilişkilere yönelik pek çok araş-tırma bulunmaktadır (DeCorninck ve Stilwell, 2004;Byrne, 2005;Colquitt vd. 2001;Brashear vd., 2005).…”

“…Bu amaçla savunma ve bankacılık sektörü çalışanları (kamu ve özel) üzerinde bir araştırma yapılmış, örgüt-sel adaletin boyutları olan prosedür, dağıtım ve etkileşim adaletinin örgütsel özdeşleşme ve işten ayrılma niyeti üzerindeki etkileri (DeCorninck ve Stilwell, 2004;Byrne, 2005;Colquitt vd. 2001;Brashear vd., 2005).…”

The Impact of Organizational Justice on Turnover Intention of Bankers of KPK, Pakistan: The Mediator Role of Organizational Commitment

“…PJ is "the fairness of the procedures used in determining employee outcomes" (Moorman, 1991), whereas IJ is "the interpersonal treatment employees receive from decision makers and the adequacy with which the formal decision-making procedures are explained" (Greenberg, 1990). The primary focus of the OJ is about the fairness at workplace and it has a bearing on the attitudes of employees like job satisfaction, turnover intention (TI), absenteeism, role breadth, job performance, leadership and Organizational Commitment (OC), leader-member exchange and trust (Bakhshi, 2009;Boer et al, 2002;Byrne, 2005;Colquitt, 2001;Greenberg, 2004;Hubbel & Chory-Assad, 2005;Judge & Colquitt, 2004;Lambert, Hogan, & Griffin, 2007;Vermunt & Steensma, 2003;Wat & Shaffer, 2005) In the management literature OC is an important aspect. A sense of loyalty with the organization and aligning with the goals of the organization and giving value to these goals is all about OC (Fang, 2001;Lambert et al, 2007).…”

Jak zatrzymać wartościowych pracowników w organizacji? Wyzwania dla strategicznego ZKL (zarządzania kapitałem ludz- kim) / How to retain valuable employees in the organization? Challenges for strategic HRM

“…Podkreśla się także, iż efektem zapewnienia możliwości rozwoju pracownikom jest oszczędność kosztów absencji i fluktuacji [Kaye, Jordan-Evans 2000] i większe przywiązanie pracowników do organizacji, którzy to dostrzegają zbieżność własnych celów z celami organizacji [Vancouver, Kendall 2006]. Ponadto jako cechy wpływające na intencje odejścia wskazuje się ocenę szeroko pojętej polityki organizacji, a w szczególności jej polityki rozwojowej [Byrne 2005;Grawith i in. 2007], a także poczucie stabilności zatrudnienia [Luna-Arocas, Camps 2008].…”