Organizational Justice, Employee Engagement and Intention to Quit: A Case of Uganda’s Ministry of Energy and Mineral Development

Abstract

The study examined the relationship between organizational justice, employee engagement and intention to quit among employees in the Ministry of Energy and Mineral Development (MoEMD). I specifically examined the relationship between organizational justice and employee engagement, organizational justice and intention, the effect of Employee Engagement on Intention to quit, and the mediation effect of Employee engagement on the relationship between organizational justice and intention to Quit among employees in the MoEMD. Stratified random sampling technique was used to collect data from 113 employees which was analyzed using SPSS Version 25. Results revealed a significant positive relationship between organizational justice and employee engagement (r = 0.30, p < 0.001); a significant negative relationship between organizational justice and employee intention to quit (r = -. 30, p < 0.001), and a significant negative relationship between employee engagement and employee intention to quit (r = -0.44 , p <0.001). Finally, there was a partial mediation of employee engagement on the relationship between organizational justice and turnover intentions (SE = -.033, 95% CI [= -.072, -.009]). It was concluded that when employees perceive the organization as fair, they become more emotionally and cognitively engaged, which indirectly reduces their desire to leave. It was also recommended that Ministries’ top management ensure that policies for promotion, discipline, and allocation of resources are documented, accessible, and applied consistently to all staff.