THE MODERATING ROLE OF JOB EMBEDDEDNESS ON THE EFFECT OF ORGANISATIONAL JUSTICE AND ORGANISATIONAL LEARNING CULTURE ON TURNOVER INTENTION: A CONCEPTUAL REVIEW

Main Article Content

Oussama Saoula
Muhammad Fareed
Rawiyah Abd Hamid
Hussein Mohammed Esmail Abu Al-Rejal
Saiful Azizi Ismail

Keywords

turnover intention, organisational justice, organisational learning culture, job embeddedness, social exchange theory, planned behaviour theory

Abstract

Purpose: Employee’s turnover has been investigated by many researchers as an organisations’ negative outcome. The organizations that facing high rates of turnover should examine the fundamental reasons that cause employees’ turnover in order to reach real solutions to this problem. For that, they should ask a dynamic question, why some employees stay and some leave?


Methodology: The reasons may seem difficult and consistent to the preferences and necessities of the employees. From another aspect, the majority of research in the context of turnover intention have been conducted in the western contexts, therefore it is worthwhile to encourage more studies in non-western settings to discover new understandings related to the problem.


Results: Malaysia is considered as one of the developing countries that is having high turnover of employees in many sectors. Consequently, this study proposed a research framework to examine the relationship between organisational justice (OJ)’s three dimensions (Distributive justice, procedural justice and interactional justice), organisational learning culture (OLC) and turnover intention (TI). Furthermore this study recommended the moderating role of Job embeddedness (JE) in this relationship. Hence, the suggested research framework will contribute to the body of knowledge through providing new insights.

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