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Human Systems Management (HSM) is an interdisciplinary, international, refereed journal. It addresses the need to mentally grasp and to in-form the managerial and societally organizational impact of high technology, i.e., the technology of self-governance and self-management.
The gap or gulf is often vast between the ideas world-class business enterprises and organizations employ and what mainstream business journals address. The latter often contain discussions that practitioners pragmatically refute, a problematic situation also reflected in most business schools’ inadequate curriculæ.
To reverse this trend, HSM attempts to provide education, research and theory commensurate to the needs to today’s world-class, capable business professionals. Namely the journal’s purposefulness is to archive research that actually helps business enterprises and organizations self-develop into prosperously successful human systems.
Authors: Nadeem-Uz-Zaman, | Ahmed, Tariq | Ramayah, Thurasamy | Khalid, Zeeshan | Asad, Muhammad
Article Type: Research Article
Abstract: PURPOSE: The literature of the field suggests a strong relationship between organizational justice and turnover intentions of employees; however, the applicability of this claim has never been tested across different career stages, therefore, this study attempted to examine if there were any differences in this relationship across different career stages. METHODS: The data was collected from 71 different service sector organizations from both the public and private sectors. Initially, the lists of all the employees were obtained from their respective HR departments. From the main list, three subsidiary lists were generated relating to (1) early-career level employees, (2) …mid-career level employees, and (3) the top-career level employees. RESULTS: It is found that the justice-turnover intentions relationship varied across different career stages. Only distributive justice affected the turnover intentions of early-career employees. At the middle career stage, all three components of justice affected turnover intentions. None of the components of organizational justice influenced turnover intentions at the later career stage. RESEARCH LIMITATIONS/IMPLICATIONS: The current study was only focused on looking for differences in the proposed relationship across different career stages. Future researchers can consider looking for the underlying causes that make up such differences. ORIGINALITY: This study offers a better understanding of employee turnover behavior as a result of their perception of organizational justice at different career levels across diverse organizations, it attempts to contribute to exploring the interaction of different organizational stages concerning Career stage theory (CST). This study further adds new insights into the theories of organizational justice, and turnover intentions. Show more
Keywords: Organizational justice, procedural justice, interpersonal justice, distributive justice, turnover intentions, career stage theory
DOI: 10.3233/HSM-211205
Citation: Human Systems Management, vol. 41, no. 1, pp. 155-172, 2022
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