Araştırma Makalesi
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Örgütsel Adaletin İş Tatmini ve İşten Ayrılma Niyetine Etkisinde Örgütsel Bağlılığın Aracı Rolü: Akademisyenler Üzerine Bir Araştırma

Yıl 2019, Cilt: 5 Sayı: 3, 193 - 205, 24.10.2019
https://doi.org/10.30855/gjeb.2019.5.3.005

Öz



Son
yıllarda Türkiye’de kurulan üniversite sayısında gözlenen önemli artış,
dikkatleri, genç bireyleri profesyonel kariyerlerine hazırlamaya yardımcı
olmaktan sorumlu akademisyenler üzerinde yoğunlaştırmıştır. Fakülte yönetiminin
daimi desteğine ihtiyaç duyan üstün yetenekli akademisyenlerin görevlerinde
kalıcılıklarının sağlanması, yükseköğrenim kuruluşlarının uzunca bir süredir esas
hedefi haline gelmiştir. Bu bağlamda, akademisyenlerin örgütsel bağlılık, iş
tatmini ve işten ayrılma niyeti düzeylerini etkilemesi bakımından fakülte
üyeleri arasında örgütsel adaletin sağlanması başlıca sorunlardan biri olarak
gündeme gelmektedir. Örgütsel davranış bağlamında, bu çalışmanın asıl amacı;
örgütsel adaletin ve örgütsel bağlılığın, iş tatmini ve işten ayrılma niyeti
üzerindeki etkilerini bir vakıf üniversitesinde görevli 235 akademisyenden
oluşan bir örneklem üzerinde incelemektir. Bu çalışma, akademik personelin
örgütsel adalet algılarının artması durumunda örgütsel bağlılık ve iş tatmini
düzeylerinin artarken işten ayrılma düzeylerinin ise azaldığını ortaya
çıkarmaktadır. Bu çalışma sonucunda elde edilen veriler, SPSS 25 paket programı
ile analiz edilmiştir. Bu çalışma kapsamında frekans, korelasyon ve regresyon
analizlerini kapsayan nicel araştırma yöntemlerinden yararlanılmış olup;
çalışmada kullanılan ölçeklerin güvenilirliği, Cronbach alfa güvenilirlik
katsayıları ile doğrulanmıştır. Bu çalışma ile örgütsel adaletin; örgütsel
bağlılık, iş tatmini ve işten ayrılma gibi çalışanların esenliğinin önemli
göstergesi olan temel örgütsel davranışlar üzerinden akademik personelin
görevlerinde kalıcı olma oranına nasıl doğrudan etki ettiğine yönelik ayrıntılı
bir kavrayış sağlanması amaçlanmaktadır.



Kaynakça

  • Abu Elanain H. M. (2010). Testing the direct and indirect relationship between organizational justice and workout comes in a non-Western Context of the UA, Journal of Management Development, 29(1), 5-27.
  • Adams, J.S. (1965). Inequity in Social Exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology, (pp.267-299). New York, NY: Academic Press.
  • Al-Hussami M. (2008). A study of nurses’ job satisfaction: The relationship to organizational commitment, perceived organizational support, transactional leadership, transformational leadership, and level of education. European Journal of Scientific Research, 22(2), 286-295.
  • Alexander, S., & Ruderman, M. (1987). The role of procedural and distributive justice in organization behavior. Social Justice Research, 1(2), 177-198.
  • Ambrose, M., Hess, R.L., & Ganesan, S. (2007). The relationship between justice and attitudes: An examination of justice effects on event and system related attitudes. Organizational Behavior and Human Decision Processes, 103(7), 21-36.
  • Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bies, R.J. (2001). Interactional (In)justice: The Sacred and The Profane. In J. Greenberg and R. Cropanzano (Eds.), Advances in organizational justice (pp. 89-118). Stanford, CA: Stanford University Press.
  • Bies, R.J., & Moag, J.F. (1986). Interactional Justice: Communication Criteria of Fairness. In R.J. Lewicki, B.H. Sheppard, and Bazerman, M.H. (Eds.), Research on Negotiations in Organizations (pp. 43-55). Greenwich, CT: JAI Press.
  • Blakely, G. L., Andrews, M. C. dan Moorman, R. H. 2005. The moderating effects of equity sensitivity on the relationship between organizational citizenship behaviors. Journal of Business and Psychology, 20(2), 259-273.
  • Bluedorn, A.C., (1982). A unified model of turnover from organizations. Human Relations, 35, 135-153.
  • Boles, J., Madupalli, R., Rutherford, B., & Wood, J. A. (2007). The relationship of facets of salesperson job satisfaction with affective organizational commitment. Journal of Business and Industrial Marketing, 22 (5), 311–321.
  • Brown, S.P., & Peterson, R.A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30 (1) 63–77.
  • Burns, W. R. T., & DiPaola, M. F. (2013). A study of organizational justice, organizational citizenship behavior, and student achievement in high schools. American Secondary Education, 42(1), 4–23.
  • Cellucci, A. J., & DeVries, D. L. (1978). Measuring managerial satisfaction: A manual for the MJSQ. Greensboro, NC: Center for Creative Leadership.
  • Chang, C., & Dubinsky, A. J. (2005). Organizational justice in sales force: A literature review with propositions. Journal of Business to Business Marketing, 12(1), 35-71.
  • Choi, S. (2011). Organizational justice and employee work attitude: The federal case. The American Review of Public Administration, 41(2) 185-204.
  • Cloutier, J., & Vilhuber, L. (2008). Procedural justice criteria in salary determination. Journal of Managerial Psychology, 23(6), 713-740.
  • Cohen-Charash, Y., & P.E. Spector (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86, 278-324.
  • Colquitt, J. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386-400.
  • Colquitt, J. A., Greenberg, G., & Zapata-Phelan, C. P. (2005). What is organizational justice?A historical overview. In J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice (pp. 3–55). Mahwah, NY: Erlbaum.
  • Cropanzano, R., & Prehar, C. A. (2001). Emerging justice concerns in an era of changing psychological contracts. In R. Cropanzano (Ed.), Series in applied psychology. Justice in the workplace: From theory to practice (pp. 245-269). Mahwah, NJ, US: Lawrence Erlbaum Associates Publishers.
  • Cropanzano, R., & Rupp, D.E. (2003). An overview of organizational justice: Implication for work motivation. In Porter, L.W., Bigley, G.A. and Steers, R.M. (Eds), Motivation and Work Behavior (pp. 82-95). Burr Ridge, IL: McGraw-Hill Irwin.
  • DeConinck J.B., & Bachmann, D. (2011), Organizational commitment and turnover intentions of marketing managers. Journal of Applied Business Research, 10 (3), 87-95.
  • DeConinck, J. B., & Stilwell, C. D. (2004). Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions. Journal of Business Research, 57(3), 225-231.doi:10.1016/S0148-2963(02)00289-8
  • Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67, 315–326.
  • Dipaola, M., & Guy, S. (2009). The impact of organizational justice on climate and trust in high schools. Journal of School Leadership, 19, 382-405.
  • DiPaola, M. F., & Hoy, W. K. (2005a). Organizational citizenship of faculty and achievement of high school students. The High School Journal, 88, 35-44.
  • Dipaola, M. F., & Hoy, W. K. (2005b). School characteristics that foster organizational citizenship behavior. Journal of School Leadership, 15, 308-326.
  • Elamin, A. M., & Alomain, N. 2011. Does organizational justice influence job satisfaction and self-perceived performance in Saudi Arabia work environment? International Management Review, 7(1), 38-49.
  • Feinstein, A.H., & Vondrasek, D. (2001). A study of relationship between job satisfaction and organizational commitment among restaurant employees. Journal of Hospitality, Tourism and Leisure Science, 1(4), 1-20.
  • Folger, R., & M. Konovsky (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32, 115-130.
  • Fox, S., Spector, P. E., & Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and organizational justice: Some mediator and moderator tests for autonomy and emotions. Journal of Vocational Behavior, 59, 291–309.
  • Gaertner, S.(1999). Structural determinants of job satisfaction and organizational commitment in turnover models. Human Resource Management Review, 9(4), 479- 493.
  • Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12(1), 9-22.
  • Greenberg, J. (1988). Equity and workplace status: A field experiment. Journal of Applied Psychology, 73, 606-13.
  • Greenberg, J. (1990a). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75, 561-68.
  • Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of organizational justice. In R. Cropanzano (Ed.), Series in applied psychology. Justice in the workplace: Approaching fairness in human resource management (pp. 79-103). Hillsdale, NJ: Lawrence Erlbaum Associates, Inc.
  • Griffeth, R.W., Hom, P.W. & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implication for the next millennium. Journal of Management, 26 (3), 463–488.
  • Heather, K., Spence, L. (2004). Hospital Nurses’ Perceptions of Respect and Organizational Justice. Journal of Nursing Administration, 34 (7-8).
  • Hoy, W. K., & Sweetland, S. R. (2000). Bureaucracies that work: Enabling not coercive. Journal of School Leadership, 10, 525-541.
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The Mediating Role of Organizational Commitment in the Organizational Justice’s Effect on Job Satisfaction and Turnover Intention: A Research on Academic Staff

Yıl 2019, Cilt: 5 Sayı: 3, 193 - 205, 24.10.2019
https://doi.org/10.30855/gjeb.2019.5.3.005

Öz

Over the last couple of decades, surge in the
number of universities established in Turkey has become significant which leads
to increased attention to the faculty members responsible for helping young
individuals prepare for their professional career. The retention of high-skilled
academic staff seeking continual and frequent support from the faculty
management has long been a central objective of the institutions involved in
higher education system. Within this respect, facilitating organizational
justice among faculty members appears to be one of the prime issues due to its
impact on their levels of organizational commitment, job satisfaction and
turnover intention. From an organizational behavioral context, the major
purpose of this study is to examine the effects of organizational justice and
organizational commitment on job satisfaction and turnover intention in a
sample consist of 235 academicians of a foundation university. The study
reveals that the levels of organizational commitment and job satisfaction of
the academic staff may increase while the level of turnover intention may
decrease when their perception on organizational justice increases. Data
obtained from this study were analyzed by SPSS 25 package software. The
quantitative research methods including frequency, correlation and regression
analyses were utilized and the reliability of the scales was validated through
Cronbach's alpha reliability coefficients in this study. The study aims to
provide an extensive understanding on how organizational justice directly
impacts retention rates of the academic staff through essential organizational
behaviors such as organizational commitment, job satisfaction and turnover
intention which are critical indications of employee well-being.

Kaynakça

  • Abu Elanain H. M. (2010). Testing the direct and indirect relationship between organizational justice and workout comes in a non-Western Context of the UA, Journal of Management Development, 29(1), 5-27.
  • Adams, J.S. (1965). Inequity in Social Exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology, (pp.267-299). New York, NY: Academic Press.
  • Al-Hussami M. (2008). A study of nurses’ job satisfaction: The relationship to organizational commitment, perceived organizational support, transactional leadership, transformational leadership, and level of education. European Journal of Scientific Research, 22(2), 286-295.
  • Alexander, S., & Ruderman, M. (1987). The role of procedural and distributive justice in organization behavior. Social Justice Research, 1(2), 177-198.
  • Ambrose, M., Hess, R.L., & Ganesan, S. (2007). The relationship between justice and attitudes: An examination of justice effects on event and system related attitudes. Organizational Behavior and Human Decision Processes, 103(7), 21-36.
  • Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bies, R.J. (2001). Interactional (In)justice: The Sacred and The Profane. In J. Greenberg and R. Cropanzano (Eds.), Advances in organizational justice (pp. 89-118). Stanford, CA: Stanford University Press.
  • Bies, R.J., & Moag, J.F. (1986). Interactional Justice: Communication Criteria of Fairness. In R.J. Lewicki, B.H. Sheppard, and Bazerman, M.H. (Eds.), Research on Negotiations in Organizations (pp. 43-55). Greenwich, CT: JAI Press.
  • Blakely, G. L., Andrews, M. C. dan Moorman, R. H. 2005. The moderating effects of equity sensitivity on the relationship between organizational citizenship behaviors. Journal of Business and Psychology, 20(2), 259-273.
  • Bluedorn, A.C., (1982). A unified model of turnover from organizations. Human Relations, 35, 135-153.
  • Boles, J., Madupalli, R., Rutherford, B., & Wood, J. A. (2007). The relationship of facets of salesperson job satisfaction with affective organizational commitment. Journal of Business and Industrial Marketing, 22 (5), 311–321.
  • Brown, S.P., & Peterson, R.A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30 (1) 63–77.
  • Burns, W. R. T., & DiPaola, M. F. (2013). A study of organizational justice, organizational citizenship behavior, and student achievement in high schools. American Secondary Education, 42(1), 4–23.
  • Cellucci, A. J., & DeVries, D. L. (1978). Measuring managerial satisfaction: A manual for the MJSQ. Greensboro, NC: Center for Creative Leadership.
  • Chang, C., & Dubinsky, A. J. (2005). Organizational justice in sales force: A literature review with propositions. Journal of Business to Business Marketing, 12(1), 35-71.
  • Choi, S. (2011). Organizational justice and employee work attitude: The federal case. The American Review of Public Administration, 41(2) 185-204.
  • Cloutier, J., & Vilhuber, L. (2008). Procedural justice criteria in salary determination. Journal of Managerial Psychology, 23(6), 713-740.
  • Cohen-Charash, Y., & P.E. Spector (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86, 278-324.
  • Colquitt, J. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386-400.
  • Colquitt, J. A., Greenberg, G., & Zapata-Phelan, C. P. (2005). What is organizational justice?A historical overview. In J. Greenberg & J. A. Colquitt (Eds.), Handbook of Organizational Justice (pp. 3–55). Mahwah, NY: Erlbaum.
  • Cropanzano, R., & Prehar, C. A. (2001). Emerging justice concerns in an era of changing psychological contracts. In R. Cropanzano (Ed.), Series in applied psychology. Justice in the workplace: From theory to practice (pp. 245-269). Mahwah, NJ, US: Lawrence Erlbaum Associates Publishers.
  • Cropanzano, R., & Rupp, D.E. (2003). An overview of organizational justice: Implication for work motivation. In Porter, L.W., Bigley, G.A. and Steers, R.M. (Eds), Motivation and Work Behavior (pp. 82-95). Burr Ridge, IL: McGraw-Hill Irwin.
  • DeConinck J.B., & Bachmann, D. (2011), Organizational commitment and turnover intentions of marketing managers. Journal of Applied Business Research, 10 (3), 87-95.
  • DeConinck, J. B., & Stilwell, C. D. (2004). Incorporating organizational justice, role states, pay satisfaction and supervisor satisfaction in a model of turnover intentions. Journal of Business Research, 57(3), 225-231.doi:10.1016/S0148-2963(02)00289-8
  • Deluga, R. J. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67, 315–326.
  • Dipaola, M., & Guy, S. (2009). The impact of organizational justice on climate and trust in high schools. Journal of School Leadership, 19, 382-405.
  • DiPaola, M. F., & Hoy, W. K. (2005a). Organizational citizenship of faculty and achievement of high school students. The High School Journal, 88, 35-44.
  • Dipaola, M. F., & Hoy, W. K. (2005b). School characteristics that foster organizational citizenship behavior. Journal of School Leadership, 15, 308-326.
  • Elamin, A. M., & Alomain, N. 2011. Does organizational justice influence job satisfaction and self-perceived performance in Saudi Arabia work environment? International Management Review, 7(1), 38-49.
  • Feinstein, A.H., & Vondrasek, D. (2001). A study of relationship between job satisfaction and organizational commitment among restaurant employees. Journal of Hospitality, Tourism and Leisure Science, 1(4), 1-20.
  • Folger, R., & M. Konovsky (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32, 115-130.
  • Fox, S., Spector, P. E., & Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and organizational justice: Some mediator and moderator tests for autonomy and emotions. Journal of Vocational Behavior, 59, 291–309.
  • Gaertner, S.(1999). Structural determinants of job satisfaction and organizational commitment in turnover models. Human Resource Management Review, 9(4), 479- 493.
  • Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12(1), 9-22.
  • Greenberg, J. (1988). Equity and workplace status: A field experiment. Journal of Applied Psychology, 73, 606-13.
  • Greenberg, J. (1990a). Employee theft as a reaction to underpayment inequity: The hidden cost of pay cuts. Journal of Applied Psychology, 75, 561-68.
  • Greenberg, J. (1993). The social side of fairness: Interpersonal and informational classes of organizational justice. In R. Cropanzano (Ed.), Series in applied psychology. Justice in the workplace: Approaching fairness in human resource management (pp. 79-103). Hillsdale, NJ: Lawrence Erlbaum Associates, Inc.
  • Griffeth, R.W., Hom, P.W. & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implication for the next millennium. Journal of Management, 26 (3), 463–488.
  • Heather, K., Spence, L. (2004). Hospital Nurses’ Perceptions of Respect and Organizational Justice. Journal of Nursing Administration, 34 (7-8).
  • Hoy, W. K., & Sweetland, S. R. (2000). Bureaucracies that work: Enabling not coercive. Journal of School Leadership, 10, 525-541.
  • Hoy, W. K., & Sweetland, S. R. (2001). Designing better schools: The meaning and nature of enabling school structure. Educational Administration Quarterly, 37, 296-321.
  • Hoy, W. K., & Tarter, C. J. (2004). Organizational justice in schools: No justice without trust. Journal of Educational Management, 18(4), 250-259.
  • Hung, D. K. M., Ansari. M. A., & Aafagi, R. (2004). Fairness of human resource management practices, leader-member exchange and organizational commitment. Asian Academy of Management Journal, 9(1), 99-120.
  • Iyigun, O., & Tamer, I. (2012). The impact of perceived organizational justice on turnover intention: Evidence from an international electronic chain store operating in Turkey. Journal of Global Strategic Management, 11, 5-16.
  • Jahangir, N., Akbar, M., & Begum, N. (2006). The role of social power, procedural justice, organizational commitment, and job satisfaction to engender organizational citizenship behavior. ABAC Journal, 26(3), 21- 36.
  • Jaskyte, K., & Lee, M. (2009). Organizational commitment of social workers: An exploratory study. Administration in Social Work, 33, 227–241. doi:10.1080/03643100902987283
  • Jespen, D. M., & Rodwell, J. (2007). Gender differences in organizational justice: Predicting the key employee outcomes of organizational commitment, job satisfaction, and turnover intention. Deakin Research. Retrieved from http://www.deakin.edu.au/olro/ veiw/DU:30016763.
  • Jyoti, J. (2013). Impact of organizational climate on job satisfaction, job commitment and intention to leave: An empirical model. Journal of Business Theory and Practice, 1(1), 66-82.
  • Kim, W. C., and R. Mauborgne. (1998). Procedural justice, strategic decision making, and the knowledge economy. Strategic Management Journal, 19 (4): 323-38.
  • Koh, H. C., & Boo, H.Y. (2004). Organizational ethics and employee satisfaction and Commitment. Management Decision, 42 (5), 677- 693.
  • Kovach, K.A. (1997). Organization size, job satisfaction, absenteeism and turnover. Washington, D.C.: University Press of America.
  • Lam, S. S. K., Schaubroeck, J., & Aryee, S. (2002). Relationship between organizational justice and employee work outcomes: A cross-national study. Journal of Organizational Behavior, 23(1), 1-18. doi: 10.1002/job.131.
  • Lambert, E. (2003). The impact of organizational justice on correctional staff. Journal of Criminal Justice, 31 (5), 155-168.
  • Lambert, E., Hogan, N., & Griffin, M. L. (2007). The impact of distributive and procedural justice on correctional staff job stress, job satisfaction, and organizational commitment. Journal of Criminal Justice, 35, 644-656.
  • Landsman, M. (2008). Pathways to organizational commitment. Administration in Social Work, 32, 103–132.doi:10.1300/J147v32n02_07
  • Lee, H.R. (2000). An empirical study of organizational justice as mediator of the relationship among leader-member exchange and job satisfaction, organizational commitment and turnover intentions in the lodging industry. Published PHD Thesis, Virginia Polytechnic Institute and State University.
  • Locke, E. A. (1969). What is job satisfaction? Organizational Behavior and Human Performance, 4(4), 309-336. doi:10.1016/0030-5073(69)90013-0.
  • Locke, E. A., & Latham, P. G. (1990b). Work motivation and satisfaction: Light at the end of the tunnel. Psychological Science, 1, 240–246.
  • Loi, R., Hang-Hue, N., & Foley, S. (2006). Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79, 101-120.
  • Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating role of job satisfaction. Journal of Managerial Psychology, 16(8), 594-613.
  • Maheshwari, R., & Maheshwari, H. P. (2012). Analyzing the dynamics of the relationship between organizational factors, attitude factors and organizational commitment and turnover intentions of faculty members in self-financed professional institutions in Delhi and NCR, Opinion. International Journal of Business Management, 2(2), 56-69.
  • Markovits, Y., Davis, A. J., & van Dick, R. (2007). Organizational commitment profiles and job satisfaction among Greek private and public sector employees. International Journal of Cross Cultural Management, 7 (1), 77-99.
  • McFarlin, D., & P. Sweeney (1992). Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes. Academy of Management Journal, 35, 626-37.
  • Medlin, B., & Green, Jr., K.E. (2009). Enhancing performance through goal setting, engagement, and optimism, Industrial Management and Data Systems, 109(7), 943-956.
  • Memarzadeh, G., & Mahmoudi, R. K. (2010). Applying organizational concepts in the Iran public sector: A preliminary empirical work on justice. European Journal of Social Sciences, 14(4), 594-605.
  • Mete, E.S., Sökmen, A., & Bıyık, Y. (2016). The relationship between organizational commitment, organizational identification, person-organization fit and job satisfaction: A research on IT employees. International Review of Management and Business Research, 5(3), 870-901.
  • Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76(6), 845-855.doi:10.1037/0021-9010.76.6.845
  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224-247.
  • Mowday R., Porter L. and Steers R. (1982). Employee organization linkages: The psychology of commitment, absenteeism, and turnover. New York, NY: Academic Press.
  • Nadiri, H., & C. Tanova. (2009). An investigation of the role of justice in turnover intentions, job satisfaction and organizational citizenship behavior in hospitality industry. International Journal of Hospitality Management, 28(4), 586-93.
  • Nili, M, Hendijani, M., & Shekarchizadeh, A. (2012). Measuring the Impact of Perceived Justice on Organizational Construct in Isfahan Municipality. Interdisciplinary Journal of Contemporary Research in Behavior, 4(5), 857-869.
  • Promket, C., Thanyaphirak, V., & Promket. (2012). An Empirical Study of Organizational Justice as a Mediator of the Relationships Among Organizational Culture, Employee Satisfaction, and Employee Commitment in Rafamangala University of Technology, Isan Sakm Nakhon Campus, Thailand. Review of Business Research, 12(2), 47-58.
  • Rai, G.S. (2013). Impact of organizational justice on satisfaction, commitment and turnover intention: Can fair treatment by organizations make a difference in their workers’ attitudes and behaviors? International Journal of Human Sciences, 10(2), 260-284.
  • Rezaiean, A., Givi, M. E., Givi, H. E., & Nasrabadi, M. B, (2010). The relationship between organizational justice and organizational citizenship behaviors: The mediating role of organizational commitment, satisfaction and trust. Research Journal of Business Management, 4, 112-120.
  • Sweeney, P.D., & D.B. McFarlin (1993). Workers evaluations of the 'Ends' and the 'Means': An examination of four models of distributive and procedural justice. Organizational Behavior and Human Decision Processes, 55, 23-40.
  • Sjahruddin, H., Armanu., Sudiro. A., dan Normijati. (2013). Personality effect on organizational citizenship behaviour (OCB): Trust in manager and organizational commitment mediator of organizational justice in makassar city hospitals (Indonesia). European Journal of Business and Management, 5(9), 95-104.
  • Simons, T., & Roberson, Q. 2003. Why managers should care about fairness: The effects of aggregate perception on organizational outcomes. Journal of Applied Psychology, 88(3), 432-443.
  • Smith, R.J., & Clark, S.J. (2011). Does job research loss reduce burnout and job exit for professionally trained social workers in child welfare? Children and Services Review, 33, 1950-1959.
  • Spector, P. E. (1985). Higher-order need strength as a moderator of the job scope-employee outcome relationship: A meta-analysis. Journal of Occupational Psychology, 58, 119–127.
  • Spector, P. E. (1997). Job Satisfaction: Application, assessment, causes, and consequences. Thousand Oaks, CA: Sage Publications.
  • Tai, T.W.C., Bame, S.I., & Robinson, C.D. (1998). Review of nursing turnover research, 1977–1996. Social Science and Medicine, 47 (12), 1905–1924.
  • Tett, R.P., & Meyer, J.P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings. Personnel Psychology, 46, 259-293.
  • Tremblay, M., Cloutierb, J. Simardb, G., Cheneverta, D., & Vandenberghe, C. (2010). The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance. The International Journal of Human Resource Management, 21(3), 405–433.
  • Wittmer, J. L., Martin, J. E., & Tekleab, A. G. (2010). Procedural Justice and work outcomes in a unionized setting: The mediating role of leader-member exchange. American Journal of Business, 25(2), 55-70.
  • Wong, C. S., Wong, Y. T., Hui, C., & Law, K. S. (2001). The significant role of Chinese employee’s organizational commitment: Implications for managing employees in Chinese societies. Journal of World Business, 36(3), 326–40.
  • Yang, J. (2009). Antecedents and consequences of job satisfaction in the hotel industry Jen-Te. International Journal of Hospitality Management, 29(4), 609-619.
Toplam 86 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular İşletme
Bölüm Makaleler
Yazarlar

Edip Sabahattin Mete 0000-0002-8950-0006

Alev Sökmen 0000-0002-2143-839X

Yayımlanma Tarihi 24 Ekim 2019
Yayımlandığı Sayı Yıl 2019 Cilt: 5 Sayı: 3

Kaynak Göster

APA Mete, E. S., & Sökmen, A. (2019). The Mediating Role of Organizational Commitment in the Organizational Justice’s Effect on Job Satisfaction and Turnover Intention: A Research on Academic Staff. Gazi İktisat Ve İşletme Dergisi, 5(3), 193-205. https://doi.org/10.30855/gjeb.2019.5.3.005
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