ORGANIZATIONAL JUSTICE AND ITS INFLUENCE ON WORK ENGAGEMENT AND TURNOVER INTENTIONSIN IT COMPANIES

ORGANIZATIONAL JUSTICE AND ITS INFLUENCE ON WORK ENGAGEMENT AND TURNOVER INTENTIONSIN IT COMPANIES

Organizational justice is very important because it has been linked to critical organizational processes such as commitment, job satisfaction, citizenship and performance (Colquitt et al.,2001, 2002; Greenberg, 1993; Tatum et al., 2002).Literature suggested that there is an intimate link between leadership style, decision-making, and organizational justice (Bradberry and Tatum,2002; Tatum et al., 2002). Organizational justice is concerned with the ways in which employees determine if they have been treated fairly in their jobs and the ways in which those determinations influence other work-related variables [Moorman, 1991, p. 845]. The research is done to analyze organizational justice and its influence on work engagement and intentions to stay in IT firms. The major objectives of the study: To find out the fairness perception of distributive and procedural justice (organizational justice)of employees in IT organizations, to find out the level of work Engagement of employees in IT Organizations, to find out the turnover intentions of IT employees, to find out if organizational justice influences work engagement and turnover intentions, to find out differences across demographics and organizational justice ,work engagement and turnover intentions. Hypothesis was tested and results discussed. 338 employees of an IT Firm were involved in the present study. The judgmental sampling technique was adopted. Employees with a minimum of two years of experience in the organization was administered the questionnaire. The sample was drawn from the IT industries. The tools adopted for present study were: Perceptions of distributive justice were measured with the Distributive Justice Index, developed by Price and Mueller (1986). This five-item scale measures the degree to which rewards received by employees are perceived to be related to performance inputs. Perceptions of procedural justice were measured using 15 items developed by Niehoff and Moorman (1993), because the scale consists of two factors: systematic and informational justice. Utrecht Work Engagement Scale(Version 1.1 2004,Schaufeli,W.and Bakker, A.)was used to measure work engagement and for turnover intentions the questionnaire was adopted from Dilys Robinson. The major findings of the study were 1. The level of Organizational justice was found to be moderate among the IT professionals. 2. IT Employees perceive procedural justice moderately. They feel that Decisions made by their organizations are to some extent based on certain norms or protocols or system driven which are followed. 3. IT employees perceived Informational procedural justice fairly low. Respondents felt that their concerns were not addressed nor perceived as a serious matter by the organizations. 4.Systematic procedural justice is fairly high in IT companies. There is high consistency in procedures and decisions when they are applied. 5. IT Employees perceive distributive justice fairly moderate. Employees feel that rewards, recognitions, and career opportunities are moderately proportional to their inputs. 6. The level of work engagement was found to be fairly high among the employees in IT organizations. 7. From the dimensions of work engagement, the level of Absorption is fairly high across the IT employees. 8. The level of dedication was found to be moderate among the levels of IT employees. 9. IT employees perceived vigor fairly low which says that the energy level towards the work was pretty down comparing to other dimensions. 10. The most of the respondents were from the age group between 26-30 and among all 338 Reponses, male respondents were higher. CONCLUSION The results of present study indicated that fairness perceptions play a vital role in IT Organizations in terms of increasing Work engagement and lowering their intention to leave their organization. The success of a company depends on the quality, productivity and dedication of an employee and the dedication can be improved by organizations fair treatment. When rewards and recognition are perceived to be systematic, the work engagement increases. Whereas systematic justice influences intention to stay which implies that organizations should drive their policies to be flexible to a certain extent. Fair treatment and justice at the workplace in turn will increase work engagement and lower turnover intentions.

Naziya Syeda

Management Studies