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Subject: search.filters.subject.Distributive Justice

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    IMPACT OF PERCEIVED ORGANIZATIONAL JUSTICE ON EMPLOYEES’ JOB SATISFACTION OF EXECUTIVE LEVEL EMPLOYEES IN ABC TELECOMMUNICATION COMPANY
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Amarasekara, V. D.; Devadas, U.M.
    Organizational justice, which is defined as employees’ perception of fairness in the workplace, is very important as it positively affects the work attitude of employees such as job satisfaction, motivation, and commitment. Hence, the purpose of this study was to examine the impact of perceived organizational justice on employees’ job satisfaction in ABC Telecommunication company. The three primary organizational justice dimensions—distributive, procedural, and interactional justice—were measured in the study in relation to employees' job satisfaction. This study was performed in order to achieve research objectives to measure the level of organizational justice and job satisfaction, to investigate the relationship between distributive, procedural, and interactional justice and job satisfaction, and to evaluate the impact of organizational justice on job satisfaction. This study employed post-positivism as a research paradigm and considered all the executive level employees in ABC company as the research population. Using the simple random sampling method, a sample of the study was selected and data collected from 206 respondents from an online survey of self-reported questionnaires. Multiple correlation analysis and multiple regression analysis were conducted to test hypotheses. Through the findings of the study, it was identified that there is a low level of organizational justice and job satisfaction within the company. Further, the results revealed that there is a strong positive correlation between distributive, procedural, and interactional justice and job satisfaction. It was also found that organizational justice has a significant positive impact on job satisfaction. Although all three dimensions had a positive impact on job satisfaction, the study found that interactional justice was the most influential dimension on job satisfaction. The study findings recommended that decision-making processes with clear and reliable policies, open communication with regular updates should be enhanced and that employee satisfaction with perceived justice should be continually assessed and tracked to promote fairness in the organization.
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    The Impact of Organizational Justice on Employee Retention Intention: Study based on Executive Level Employees of Manufacturing Organization in Biyagama Export Processing Zone
    (5th HRM Student Research Symposium 2018, Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Kumari, W. K. H. N.; Pieris, M. D. P.
    The purpose of this study was to investigate the impact of organizational justice on employee’s retention intention of the executive level employees of rubber products manufacturing organization in Biyagama export processing zone. The main objective of the study was to determine the effect of organizational justice on executive level employees’ intention to retain. This study individually concerned about three main dimensions of organizational justice i.e. distributive justice, procedural justice and interactional justice with employee retention intention. The research continued as a quantitative study and the researcher used 96 sample of executive level employees out of 160 population through random sampling technique. Further, survey strategy with a standard pre tested questionnaire used to gather data for the study. The hypotheses were tested using correlation and regression analysis and the research findings revealed that there is a positive significance between the organizational justice and employee retention intention within the study context making researcher’s all four hypotheses accepted i.e. the distributive justice, procedural justice, interactional justice and overall organizational justice positively impact on employee retention intention. Even though many studies exist in relation to these constructs, limited number of studies have been done considering the Sri Lankan context. Thus present study fulfills the research requirements within Sri Lankan context
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    Analysis of Factors affecting to Employee Turnover in Medium Scaled Apparel Industry in Sri Lanka
    (Faculty of Commerce and Management Studies, University of Kelaniya, 2015) Rajapaksha, U.G.
    The topic of this research is the factors affecting employee turnover in medium scaled garment industry in Sri Lanka. There were three research objectives; first objective is to identify the factors affecting employee turnover in medium scaled garment industry in Sri Lanka, second objective is to examine the impact of socioeconomic factors on employee turnover and third objective is to examine the impact of organizational factors affecting on employee turnover intention. Literature indicates employees are influenced by pay as the economic variables; age, marital status, sex, education as the demographic variables; upward mobility, integration, occupation, formal and instrumental communication, community participation is the organizational variables to influence on labor intention to leave the organization. As the sample 280 operators were selected from ten garment factories within the Colombo district. As the base of selection of the sample, operators within the factory was selected using simple random sampling method while factories were selected using purposive sampling method. Semi structured questionnaire was used as the quantitative data collection tool and interview also used as the qualitative data collection tool. Collected data was estimated using multi-variate logit model. As the statistical tool, SPSS AMOS (version 22) was used. As the dependent variable, ‘intention to leave’ is used while as the intervening variable ‘employee satisfaction’ is used. As the moderating variable ‘distributive justice’ is used while independent variables employee social economic variables, organizational variables were used. Finally study conclude that work life balance, upward mobility and routinization become the core factors while pay does not become a core factor to set a felling in the mind of employees to leave the job.