COVID-19: The effects of perceived organizational justice, job engagement, and perceived job alternatives on turnover intention among frontline nurses.
Lulin Zhou, Arielle Doris Tetgoum Kachie, Xinglong Xu, Prince Ewudzie Quansah, Thomas Martial Epalle, Sabina Ampon-Wireko, Edmund Nana Kwame Nkrumah
Author Information
Lulin Zhou: Centre for Medical Insurance, Hospital Management and Health Policy Research, School of Management, Jiangsu University, Zhenjiang, China.
Arielle Doris Tetgoum Kachie: Centre for Medical Insurance, Hospital Management and Health Policy Research, School of Management, Jiangsu University, Zhenjiang, China.
Xinglong Xu: School of Management, Jiangsu University, Zhenjiang, China.
Prince Ewudzie Quansah: School of Management, Jiangsu University, Zhenjiang, China.
Thomas Martial Epalle: Department of Computer Engineering, School of International Business, Zhejiang International Studies University, Hangzhou, China.
Sabina Ampon-Wireko: School of Management, Jiangsu University, Zhenjiang, China.
Edmund Nana Kwame Nkrumah: School of Environment and Safety Engineering, Jiangsu University, Zhenjiang, China.
Nurses' turnover intention has become a concern for medical institutions because nurses are more needed than ever under the prevalence of COVID-19. This research sought to investigate the effects of the four dimensions of organizational justice on COVID-19 frontline nurses' turnover intention through the mediating role of job engagement. We also tested the extent to which perceived job alternatives could moderate the relationship between job engagement and turnover intention. This descriptive cross-sectional study used an online survey to collect data from 650 frontline nurses working in appointed hospitals in Jiangsu province, China. Hierarchical regression was used to analyze the hypothesized relationships. Findings revealed that all organizational justice components significantly influenced job engagement and turnover intention. Job engagement also significantly affected nurses' turnover intention and mediated the relationships between organizational justice components and turnover intention. Besides, perceived job alternatives moderated the relationships between job engagement and turnover intention. The implications of this study include demonstrating that healthcare authorities should respect human rights through effective organizational justice as this approach could encourage nurses to appreciate their job and be more devoted to staying and achieving their institutional duties, especially under challenging circumstances.
