1Ametepe Paul Kojo, 2George Olusoji James, & 3Adeku Salihu Ohiani
123Department of Business Administration, University of Lagos
1aganatop@gmail.com; 2golusoji@unilag.edu.ng; 3sadeku@unilag.edu.ng
Abstract
This study explores the mediating effect of career development on the relationship between organizational justice and employee retention among the employee in the manufacturing industry. Anchord on job embeddedness theory, Hertzberg’s theory of motivation, and social exchange theory, the study employed convenience and simple random sampling to select a sample of 345 respondents through the use of a survey questionnaire designed for that purpose. Pearson correlation and simple regression were employed to test the five hypotheses raised.The findings showed that distributive justice (DJ), procedural justice (PJ), and interactional justice (IJ) had positive and significant relationships with employee retention, and career development mediates the relationship between organizationaljustice and employee retention. These results offer more proof that career development is a successful strategy for promoting employee retention. The study suggested that organizations needDJ, PJ, and IJto increase employee retention among manufacturing companies and employees in other sectors. Additionally, despite a just workplace culture, management is expected to consider the employees’ professional career pathways. It was recommended that management should consider the employees’ professional career pathways and ensure a fair climate to foster employee retention.
Keywords: Organizational justice, distributive justice, procedural justice, interactional justice, career development and employee retention.
