Abstract
Purpose - This study applies social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, we predict that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.Design/methodology/approach - Surveys were received from 212 employees in three call centres. Baron and Kenny’s (1986) methodology was employed to test two mediation effects: The mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and the mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Findings - Support was found for a partial mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and for full mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Practical implications - Reduction of turnover is a major problem for the call center industry as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.Originality/value - The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions
Purpose - This study applies social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, we predict that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.Design/methodology/approach - Surveys were received from 212 employees in three call centres. Baron and Kenny’s (1986) methodology was employed to test two mediation effects: The mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and the mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Findings - Support was found for a partial mediation of organizational commitment on the negative relationship between procedural justice and turnover intentions; and for full mediation of supervisory commitment on the negative relationship between interpersonal justice and turnover intentions. Practical implications - Reduction of turnover is a major problem for the call center industry as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.Originality/value - The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions