The Effect of Organizational Justice, Job Satisfaction and Organizational Citizenship Behavioron Employee Turnover Intention at PT XXX

Abstract

This study aims to analyze the influence of organizational justice on turnover intention through job satisfaction and Organizational Citizenship Behavior (OCB) among employees of PT XXX. Human resource management plays a crucial role in maintaining employee stability and organizational effectiveness. One of the main problems faced by organizations is turnover intention, which can negatively impact productivity, increase recruitment costs, and reduce organizational performance. This study employed a quantitative approach with a causal research design. Data were collected by distributing questionnaires to 100 employees of PT XXX using a purposive sampling technique. Data were analyzed using the Partial Least Squares (PLS) method. The variables studied included organizational justice, job satisfaction, Organizational Citizenship Behavior (OCB), and turnover intention. The results of the study indicate that organizational justice has a positive and significant effect on job satisfaction and Organizational Citizenship Behavior (OCB). Furthermore, job satisfaction and OCB have a negative and significant effect on turnover intention. These findings indicate that employees who perceive fairness in the organization tend to have higher levels of job satisfaction, exhibit better extra-role behavior, and are less likely to leave the organization. This research contributes theoretically to the development of Equity Theory, Social Exchange Theory, and Turnover Theory by emphasizing the important role of organizational justice in shaping employee attitudes and behaviors. Practically, the results of this study provide recommendations for company management to improve organizational justice, job satisfaction, and a positive work culture to reduce employee turnover intentions.