Managers' perceptions of turnover intention using an organisational justice framework in a large-sized manufacturing company Online publication date: Thu, 26-Feb-2015
by Joseph Hamlett
International Journal of Teaching and Case Studies (IJTCS), Vol. 5, No. 3/4, 2014
Abstract: This paper examines how an organisational justice framework can be used to explore managers' perceptions of organisational justice and how it influences turnover intention in a large-sized manufacturing company located in the midwest region of the USA. A multiple-case study research design was used and data were collected from multiple sources, including in-depth interviews and subject matter expert reviews and reflections. Relying on in-depth case study data from eight mid-level floor managers, selected through purposive sampling, the paper conceptualises managers' perceptions of organisational justice and how it influences turnover intention using an organisational justice framework. Understanding of the effects of organisational justice in the workplace can be used to ameliorate the negative consequences associated with managers' perceptions of their work environment. Following, the study contributes to existing knowledge regarding manager perception of organisational justice and how it influences turnover intention within the organisational justice literature.
Online publication date: Thu, 26-Feb-2015
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