Exploring the Relationship Between Organizational Justice and Frontline Employees’ Turnover Intention: The Mediating Role of Organizational Commitment

Abstract

Frontline workers are the linchpin of several organizations, as they have the primary customer interface and maintain day-to-day functioning of the company. In spite of that, employee turnover from this reservoir of employees is always an enduring concern for managers and human resource professionals. Here, I examine how employees’ fairness perception in the workplace may affect their intention to stay or leave, and does their level of organizational commitment make it account for that relation? Rather than relying purely upon theoretical arguing, it builds upon prior survey-oriented studies and incorporates it towards an integrative model that highlights the mental association between fairness, commitment, and turnover intention. It stated that if employees are of the view that there remain respectful and fair decision, then there will be more emotional attachment towards the firm, and subsequently, less turnover intention. It makes a contribution to the growing literature arguing that fairness perceptions have a role to play in employee turnover, particularly frontline employee turnover, for which stress and limited mobility are characteristic. In practice, managers who seek procedural publicity and candid communication may avoid not only dissatisfaction but also a more loyal and stable workforces.