to participate had an inflated perception of their citizenship behavior. Furthermore, organizational citizenship behavior was measured using a shortened version of the scale (which included only 3 items) and using shortened scales may reduce reliability and validity (Richards & Schat, 2011).
Future Research Directions
In light of the above limitations of this study, there are some suggestions for future research. First, future research could look at the relationship between organizational justice, organizational citizenship behavior, and turnover intention by using other mediators, such as empowerment and participation in decision making. Second, another area for future research could be exploring the impact of culture on employee perceptions of organizational justice and its effect on organizational citizenship behavior and turnover intention. Third, future studies are also needed to conduct cross-cultural empirical studies that could provide lessons to managers who work in a multicultural context on how perception of organizational justice affects employee turnover intention. Fourth, future research could also cover samples from public and private hospitals or from other industry sectors, as these could provide more meaningful results and could be generalized to the UAE context. Fifth, it is suggested that future research in this area should be conducted by using organizational citizenship behavior data based on supervisory ratings of employees. Finally, conducting a longitudinal study to examine the possible directional relationship of the study’s variables is proposed for future research.
This study has contributed to the debate around the organizational justice-work outcome (e.g., organizational citizenship behavior and turnover intention) link through the development and testing of a mediated model using procedural justice and distributive justice as key forms of organizational justice and analyzing the role of interactional justice in organizational citizenship behavior and turnover intention. Through hierarchical regression analysis (statistical procedures suggested by Baron and Kenny, 1986) on a sample of 488 respondents from three public hospitals, the researcher tested a number of hypotheses to determine how these variables are interrelated. The results of this study suggest that organizational justice (all dimensions such as interactional justice, procedural justice, and distributive justice) plays a prominent role and significantly promotes organizational citizenship behavior and significantly reduces turnover intention of healthcare employees.
Also, this study presents empirical evidence that procedural and distributive justice fully/partially mediates the relationship between interactional justice, organizational citizenship behavior, and turnover intention of healthcare employees. The results of this study contribute to the literature on organizational justice and employee attitude and behavior in a non-western context, the UAE. More specifically this study enhances and supports the findings of previous research regarding the role of procedural and distributive justice as mediator variables.
The healthcare sector is facing challenges that require employees who have a high level of organizational citizenship behavior and commitment to their organizations and have little intention of leaving their work. The results of this research should advance the understanding of organizational justice and its effects on healthcare employees’ work attitude and behavior. Moreover, the findings of this research provide guidelines to help leaders in the healthcare sector build a fair and successful workplace in their organizations.
In conclusion, the results suggest that if public healthcare organizations intend to retain and maintain their employees by improving organizational citizenship behavior, they need to pay more attention to leadership styles that encourage fairness, engage employees, and develop new policies and programs that reduce turnover intention.
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