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Abstract
The present study aims to study the Perceived Organizational justice, Job satisfaction and
Turnover Intention of male (N = 26) and female (N = 26) lecturers of various private
colleges of Jammu district. The sample was selected using random sampling technique
and data was collected personally. Results indicated a significant difference in Perceived
Organizational Justice, Job Satisfaction and Turnover Intention of male and female
lecturers. Female lecturers were low on Justice Perceptions and Turnover Intentions and
high on job satisfaction as compared to male lecturers of the college. There was a
significant positive correlation between Perceived Organizational justice and Job
satisfaction whereas significant negative correlation was found between Perceived
Organizational justice and Turnover Intention; Job satisfaction and Turnover Intention.
Keywords: Perceived Organizational justice, Job satisfaction and Turnover
Intention
Justice perceptions also have been linked to important outcome variables (Dailey & Kirk,
1992; Folger & Konovsky, 1989; Martin & Bennett, 1996; McFarlin & Sweeney, 1992).
For instance, perceptions of procedural justice are negatively related to intentions to quit
(Dailey & Kirk, 1992), significantly correlate with organizational commitment (Folger &
Konovsky, 1989; Martin & Bennett, 1996), and produce high subordinates' evaluation of
supervisors (McFarlin & Sweeney, 1992). In other words, if employees perceive that the
decision making process is fair, they are less likely to form an intention to quit. On the
other hand, distributive justice perceptions are associated with pay raise satisfaction
(Folger & Konovsky, 1989), and tend to be a strong predictor of job satisfaction (Martin
& Bennett, 1996; McFarlin & Sweeney, 1992). Greenberg (1990) also reports that
organizational justice, which refers to people's perceptions of the fairness of treatment
received from organizations, is important as a basic requirement for the effective
functioning of organizations.
Job Satisfaction
Job satisfaction or Employee Satisfaction (also referred to as morale) is one of the most
used variables in Organizational Behavior. It is an employee's attitudinal response to his
or her organization. As an attitude, job satisfaction is conceptualized as consisting of
evaluative, cognitive and affective components.
The Evaluative Component- An individual's overall response to the employing
organization is summarized in the evaluative component. It represents dislike vs. like for
the organization.
The Cognitive Component- An individual's perceptions, opinion, beliefs and
expectations regarding the organization are the focus of his or her cognitions. Employees
hold cognitions about each of the four major inducement systems. Cognitions in which
the individual perceives that his or her expectations have been met generally lead to
positive evaluations. Additionally, positive evaluations are more likely when cognitions
(expectations) support a positive and secure future with the organization.
The Affective Component- This represents the feeling evoked by the organization.
Does thinking about and association with the organization evoke pleasurable or
uncomfortable feelings; feelings of anger or joy; feelings of security or stress; feelings of
affirmation or invalidation? In general, positive affect results from information,
feedback, and situations that affirms or reinforces the individual's self worth and selfconcept, while negative affect is evoked by invalidating situations. Self worth is validated
when individuals feel accepted as values members of the organization and their
competencies and core values are affirmed. When individuals are in a positive affect
state while working, they tend to evaluate the organization positively.
Turnover intention
The conceptual definition for turnover intentions is the relative strength of an individual's
intent to leave the organization. It is an outcome variable in this study, and is
operationally defined by three single indicators: thinking of quitting, intent to search, and
intent to quit (Hom and Griffeth, 1991).
The present study attempts to explore the relationship between perceived organizational
justice, job satisfaction and intention to quit. Both job satisfaction and intention to quit
were expected to correlate significantly with perceived organizational justice. Those who
perceive justice in their organization are more likely to feel satisfied with their job and
feel less likely to leave and feel more committed to their job.
Objectives:
1. To study the Perceived Organizational justice, Job satisfaction and Turnover intention
of male and female lecturers of various private colleges of Jammu district.
2. To study the relationship between organizational justice perceptions and the job
satisfaction of employees.
3. To study the relationship between organizational justice perceptions and the turnover
intentions of employees.
4. To study the relationship between job satisfaction and the employees turnover
intentions.
Hypotheses:
1. There will be a significant difference in the Perceived Organizational justice, Job
satisfaction and Turnover intention of male and female lecturers of various private
colleges of Jammu district.
2. There will be a significant relationship between organizational justice perceptions and
the job satisfaction of employees.
3. There will be a significant relationship between organizational justice perceptions and
the turnover intentions of employees.
4. There will be a significant relationship between job satisfaction and the employees
turnover intentions.
Methodology
Sample:
Sample for the present study consisted of lecturers teaching in various private colleges of
Jammu district. A total of 52 lecturers were selected randomly. To control the effect of
gender 26 males and 26 females were selected. The mean age of the participants is 32.
Variables:
Independent Variable: Gender
Dependent Variable: Perceived Organizational Justice, Job Satisfaction and Intention to
Quit
Tools used:
Distributive Justice Index
Perceptions of distributive justice will be measured with the Distributive Justice Index,
developed by Price and Mueller (1996). All reliabilities reported have been above .90,
and the scale has shown discriminant validity in relation to job satisfaction and
organizational commitment (Moorman, 1991).
Procedural Justice Scale
Perceptions of procedural justice will be measured using 15 item scale developed by
Niehoff and Moorman (1993). Moorman (1999) has reported reliabilities above .90.
Job satisfaction
Job satisfaction was measured using five facet items from the Job Diagnostic Survey
(JDS; Hackman & Oldham, 1975). Coefficient alpha from 6,930 employees working on
876 jobs in 56 organizations has reported highs ranging from .64 to .87.
Turnover intention
The turnover intentions scale was developed as a part of the Michigan Organization
Assessment Questionnaire (Cammann, Fichman, Jenkins, and Klesh, 1979). They
reported an internal consistency of 0.83 for the scale.
Gender
Female
Male
Variables
N
Job
satisfaction
Turnover
Intentions
26
26
26
Mean
98.6538
67.7692
7.2308
Std. Deviation
4.61252
3.98304
2.19650
N
Mean
Std. Deviation
Total
Perceived
Organizational
Justice
N
Mean
Std. Deviation
26
26
26
111.5000
56.0000
14.0769
8.35344
3.81576
1.85306
52
52
52
105.0769
61.8846
10.6538
9.31128
7.08673
3.99943
TABLE II
Comparison of means on Perceived Organizational justice, Job satisfaction and Turnover
intention of male and female lecturers
Variable
Perceived
Organizational
Justice
Variance
Equal
variances
assumed
Job
satisfaction
Turnover
Intentions
Equal
variances
assumed
Equal
variances
assumed
Sig.
df
Sig. (2-tailed)
7.45
6
.009
-6.864
50
.000**
.000
1.000
10.880
50
.000**
.492
.486
-12.147
50
.000**
Job satisfaction
Turnover
Intentions
Job
satisfaction
Turnover
Intentions
0.562(**)
-0.571(**)
0.562(**)
-0.711(**)
-0.571(**)
-0.711(**)
Table-I shows that female have lower Perceived Organizational Justice (Mean=98.65,
SD=4.61), higher job satisfaction (Mean=67.76, SD=3.98) and lower turnover intentions
(Mean=7.23, SD=2.19) as compared to male Perceived Organizational Justice
(Mean=111.50, SD=8.35), job satisfaction (Mean=56.00, SD=3.81), and turnover
intentions (Mean=14.07, SD=1.87). Females have low Perceived Organizational Justice
and turnover intentions as compared to male employees and the difference is statistically
significant at 0.01 level of significance. Moreover, females have high score on job
satisfaction as compared to their male counterparts and the difference is statistically
significant at 0.01 level of significance. (Refer Table-II)
There was significant difference (t = -6.864, p< 0.01) between the mean scores of
Perceived Organizational Justice of male and female lecturers. It indicates that males
have higher perceptions of justice than females.
There was significant difference (t = 10.88, p< 0.01) between the mean scores of Job
Satisfaction of male and female lecturers. It indicates that females have higher Job
Satisfaction than males.
There was significant difference (t = -12.14, p< 0.01) between the mean scores of
Turnover Intentions job satisfaction of male and female lecturers. It indicates that males
have higher Turnover Intentions than females.
Going through the Table-III it was found that:
(1) There is a significant correlation (r = 0.562) between organizational justice
perceptions and the job satisfaction of the employees. It was concluded that there
is a true and positive correlation between organizational justice perceptions and
the job satisfaction of the employees.
(2) There is a significant correlation (r = -0.571) between organizational justice
perceptions and the turnover intentions of employees. It was concluded that there
is a true and negative correlation between organizational justice perceptions and
the turnover intentions of employees. Thus as the justice perception in the
organization increases, the employees intention to quit decreases.
(3) There is a significant correlation (r = -0.711) between job satisfaction and the
employees turnover intentions. It was concluded that there is a true and negative
correlation between job satisfaction and the employees turnover intentions. Thus,
employees who are satisfied with their job are less likely to quit the organization.
Conclusions:
1. Females have low Perceived Organizational Justice and turnover intentions as
compared to male employees.
2. Females have high score on job satisfaction as compared to their male
counterparts.
3. There is a positive and true correlation between organizational justice perceptions
and the job satisfaction of the employees.
4. There is a negative and true correlation between organizational justice perceptions
and the turnover intentions of employees.
5. There is a negative and true correlation between job satisfaction and the
employees turnover intentions.
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