A moderated mediation model of the relationship between organizational justice and turnover intention

Government support, employee motivation and job performance in the COVID-19 times: evidence from Turkish SMEs during the short work period

Purpose

This paper aims to explore the effect of government support (short work allowances – SWA) on SME employees' job performance and employee motivation perceptions, during the COVID-19 pandemic in Turkey.

Design/methodology/approach

Survey data were collected from 2,781 employees working in SMEs registered to Small and Medium Enterprises Development Organization (SMEDO) in Turkey. The relationships were assessed through structural equation modeling with bootstrap estimation.

Findings

The results support the proposed framework illustrating the positive effect of government support on employees' perceived motivation and job performance. Findings indicate that employee motivation has exhibited a mediating effect between government support and job performance. Another important finding is that, contrary to the classical understanding of Herzberg's two-factor theory, SWA system was able to perform as a motivating factor during the pandemic by meeting the hygiene needs.

Research limitations/implications

Since this is a cross-sectional research study, causal inferences cannot be derived from the research results.

Originality/value

There is a lack of empirical study on SME employees' perceptions on the government support during the pandemic, especially on the perspectives of emerging economies are infrequent. Turkey's case is unique in terms of providing insights on how perceived employee motivation is increased by the government supports (SWA) in Turkey, and how this motivation mediates the job performance perceptions. Besides, the impacts of government support are mostly studied at the firm or macro-levels, this study's unit of analysis is at individual level. Regarding the criticism from the motivation perspective of two-factor theory, COVID-19 context and its impact on the motivation needs have not been elaborated before. This article starts new discussions on how crisis contexts influence individual motivator factors.

Organizational justice and employees' intention to stay: the mediating role of job satisfaction

Purpose

This study investigates the relationships between the four dimensions of organizational justice (OJ) (distributive, procedural, interpersonal, and informational) and employees' intention to stay (ITS) in organizations in Bosnia and Herzegovina while considering the mediating role of job satisfaction (JS).

Design/methodology/approach

Through a cross-sectional questionnaire-based survey, 336 responses were collected from employees in private companies and non-governmental organizations. Structural equation modeling was performed to test the hypotheses.

Findings

Results indicate support for the relationships between dimensions of OJ and ITS, except in the case of procedural justice (PJ). Similarly, JS is a full mediator in all relationships, except for PJ.

Originality/value

The study extends the literature by incorporating all four dimensions of OJ and testing them individually in relation to the ITS. Furthermore, the study deviates from a traditional approach of simple relationships by introducing the mediating role of JS. Finally, it contributes to the scarce literature in developing countries.

Strategic HRM and organisational performance: does turnover intention matter?

Purpose

Applying the job-demand resources model and the psychological contract theory, this paper aims to examine the mediating influence of employee turnover intentions (ETI) on the relationship between strategic human resource management (SHRM) and perceived organisational performance (POP).

Design/methodology/approach

With a two-phase data-collection method, 200 complete responses were collected through an online questionnaire survey. This study applied a structural equation modelling to examine the multivariate associations and provided comprehensive outcomes for the proposed hypothesised model.

Findings

This study suggests that SHRM has direct significant effects on both ETI and POP; partial mediational effect on POP via ETI; and ETI has negative effect on POP.

Practical implications

This paper suggests that organisations aiming higher POP should encourage SHRM and improve their strategic approaches of HRM. The implications of the study results can help organisations to recognise the adverse effects of ETI and effective SHRM outcomes.

Originality/value

Despite the significant relationship between HRM and organisational performance, limited empirical research has been conducted on the mediational influence of ETI. This paper examines the unique meditational role of ETI on the relationship between SHRM and POP, which has not been utterly observed from employee perspective.