Introduction
Organizational justice constitutes the blueprint for the successful managerial process that ensures an effective accomplishment of the company’s objectives. According to Fang and Lim (2002), organizational justice refers to a perception reflecting “employees’ senses of decisions, decision-making procedures and supervisors in organizational settings” (p. 2). In this regard, a new generation employee is a representative of the Millennials, currently prevailing in the workforce, who is tasked with the realization of organizational initiatives and their success (Fernandez, 2009). In turn, the level of employees’ motivation and commitment largely depends on managers and their engagement in organizing work within the company (Schalow, 2007). As Greenberg et al. (1993) note, it is critical to consider constant changes in the organizational behavior of a business environment. Looking into potential correlations between new generation employee’s turnover intention and organizational justice can promote the development of solutions to the issue.
The turnover problem can be associated with a lack of organizational justice in the workplace. Employees’ quit intentions can be attributed to several factors, with payment, communication, centralization, and job satisfaction being the primary ones (Price, 2004). According to Samihah (2014), HR practices and job satisfaction are critical indicators for generation Y employees. This data suggests that opting for innovative reward schemes and ensuring the appropriate workplace culture should be the main objectives of the contemporary managers (Du Preez, 2015; Thompson, 2011). Besides, it is crucial to identify the turnover intention in employees at an early stage as it allows the company to control the issue, rather than deal with the built-up consequences (Abid & Hassan Butt, 2017). The research by Chen et al. (2014), who developed a conceptual framework, presents the connection between quit intentions factors. The increase in turnover rates continues to grow among the new generation employees, which identifies the need to investigate the causes of the phenomenon at hand.
This paper takes a closer look at the issue of turnover intention in staff members and its potential relationship with organizational justice. Transforming the practical challenges that prevent organizational justice for the new generation of employees into theoretical levels will allow for working out the solutions to the issues (Alamir et al., 2019). As Nadisic (2006) suggests, organizational commitment can be predicted not only during the “short-term post-allocation phase but also before the decision and one year later” (p. 2). At the same time, Jafari and Bidarian (2012) emphasize the connection between the fair behavior of the company’s management staff and the employees’ behavior patterns. For instance, individual and external equity directly impacts employees’ pay level satisfaction and, consequently, their quit intention (Till & Karren, 2011). These findings suggest that organizational justice can remarkably affect employees’ turnover intention.
Job burnout is another issue examined within the body of this paper. Studies by Cheng et al. (2015) and Zhang and Feng (2011) revealed that professional values drop and quit intention rates grow in medical staff when job burnout occurs. The process of job burnout can be detected on both psychological and physical levels as it is viewed as a synthesis of various factors (Helmer, 1981). According to Oles (2017), fostering psychological capital, controlling workload, providing rewards, and presenting values are critical activities for decreasing job burnout occurrence. The concept of burnout has been extended by many researchers providing the differentiation by profession and job, as well as by country (Koc et al., 2009; Roll et al., 2015). As per Cho et al. (2019), communication-oriented overload frequently contributes to employees’ decision to quit. Overall, the insufficient level of organizational justice is often associated with job burnout, and both issues can lead to increased turnover intention rates.
Key words and Scope
Key words: organizational justice, turnover intention, equity theory, job burnout, power distance.
This paper focuses on analyzing the impact of organizational justice on generation Y employees’ turnover intention. Fernandez (2009) defines new generation employees as the Millennials, who have entered the workforce and whose expectations differ from those of previous generation members. In this regard, such concepts as organizational justice, turnover intention, turnover behavior, job burnout, and power distance are studied in the paper. The research is limited in scope by geographic area, focusing primarily on Chinese employees. Besides, the new generation of employees, namely generation Y, is taken into account by this study.
Problem statement
Gap of Research
This paper provides finding on three significant aspects: organizational justice and turnover intention concerning the new generation employees, organizational justice in relation to turnover intention, and cultural factor. The basic principles of organizational justice are covered by some researchers, such as the mediating role of management and the difference in employees’ commitment based on equity in the workplace (Lim et al., 2017; Diehl et al., 2018). Moreover, some researchers have analyzed the outcomes for business ethics and considered the role of nepotism for turnover intention (Hosmer & Kiewitz, 2005; Kerse & Babadağ, 2018). However, there are not enough studies that limit themselves to the impacts on new generation employees.
It is worth noting that the cultural perspective on the situation for employees in China makes this study location-specific and suggests valuable data for further research. The cultural factor considers behaviors toward organizational justice exhibited by employees based on their cultural background (Tata et al., 2003). Besides, as Akram et al. (2017) state, the two- and three-dimensional viewpoints on the issue can help shape the focus of the research and shift it to interactions and communication. The tendency to build long-lasting connections with employees determines employers’ objective and identifies the need for a detailed view of challenges that prevent organizational justice (Jiang et al., 2017). In this regard, the concept of power distance is studied in the paper and its moderating role in the subject (Zagladi et al., 2015). As Lin et al. (2013) report, the term of power distance should be considered regarding abusive supervision and its adverse influence on a higher turnover intention rate. Overall, there is limited research on all three key aspects listed above, which emphasizes the importance of further studies and a more detailed look at the issue.
Research Question
How does organizational justice impact the turnover intention of new generation employees, and how can the adverse impacts be prevented?
Research Aims and Objectives
Research Aim
To analyze the turnover problems of the new generation employees in China from the perspective of organizational justice.
Research Objectives
Significance of the study
The significance of the study lies in its practical benefit for organizations, who can utilize the research findings to control their turnover intention rates. From the HRM perspective, employing and onboarding new professionals is always associated with extra expenses, such as training costs or providing personal equipment. The findings of this research can optimize the HRM procedures and help control the allocation of time, money, and effort on hiring employees.
Dissertation structure
- Abstract
- Introduction
- Literature Review
- Methodology
- Results
- Discussion/Conclusion
References
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