| dc.description.abstract | The study examined how organizational justice and employee mentoring affected non-teaching staff members' intentions to leave KYU. Data were gathered from a random sample of 257 respondents using structured questionnaires and a correlation survey approach. The data were analysed using descriptive and inferential statistics, Pearson correlation, and regression analysis. According to the study, turnover intentions and organisational justice were positively correlated (r =.507, P< 0.01).Non-teaching Staff were able to have a sense of belonging and enthusiasm for their work because of distributive and interactional fairness. Due to the role modelling, career development, and social support that strengthened the sentiments of commitment among workers to their organisation and made them want to stay and work for it, there was a positive and significant association between employee mentoring and turnover intentions (r =.297, P< 0.01).Additionally, there was a strong and positive correlation (r=.560, P< 0.01) between organisational justice and employee mentoring. Together, organisational justice and employee mentoring successfully predicted turnover intentions (r=.48, p<0.05). Employee mentorship increased its contribution by (r2 change=0.01) of organisational justice to turnover intentions. This is because employee mentorship led employees to feel that KYU values them and, thus, they were grateful to stay and work for it. Therefore, for Universities to address the issue of turnover intentions, retention strategies to address the mentoring requirements of staff members must be put in place. Programmes to empower employees to have effective participation and engagement in sustaining distributive and interactional justice, as well as role modelling, should freely be available to reduce turnover intentions among non-teaching staff.
Keywords: Organisational Justice, Employee Mentorship and Turnover Intentions. | en_US |
