www.sciedu.ca/rwe Research in World Economy Vol. 3, No. 1; March 2012 ISSN 1923-3981 E-ISSN 1923-399X 28 Effect of Organizational Justice and Organizational Environment on Turn-Over Intention of Health Workers in Ekiti State, Nigeria Ademola B. Owolabi Department of Psychology University of Ado-Ekiti, Nigeria Tel: +234-806-670-8016 E-mail: labdem2005@yahoo.ca Received: October 16, 2011 Accepted: January 25, 2012 Published: March 15, 2012 doi:10.5430/rwe.v3n1p28 URL: http://dx.doi.org/10.5430/rwe.v3n1p28 Abstract This study investigated the effect of organizational justice and organizational environment on turn-over intention of health workers in Ekiti State, Nigeria. A total of two hundred respondents were used for the study. It comprises one hundred and two females and ninety-eight males. These respondents were drawn from three health organizations in in ekiti state. Organizational justice was measured using Organizational Justice Scale developed by Niehoff and Moornan (1993), organizational environment was measured by using Basic Psychological Needs Scale (BPNS) developed by Deci and Ryon (2000) while turnover intention was measure using Turnover Intention Scale developed by Fichman, Jenkins and Klesh (1979). The results revealed that organizational justice has a significant effect on turnover intention while organizational environment has no significant effect on turnover intention. There were no sex differences in justice perception, organizational environment and turn-over intention but there was a significant differences in justice perception and turn-over intention among the various categories of health workers. Keywords: Organizational Justice, Turnover Intention, Organizational Environment, Health Workers, Hospitality Industry, Employees, Behavior, Justice Perception. 1. Introduction The survival of any organization depends largely on the individuals working within the organization. The feeling, thinking, attitude and behavior of these employees have a far reaching effect on whether the organization will achieve its goals and objectives. The feelings of the employees and their perception of the organization determines whether they will continue to work for the organization or not. As essential as the technical competence of employees is, it is not a sufficient condition for the success of an organization. A study of organization shows that recruitment and benefits help attracts candidates to an organization while positive organizational culture and environment are the main drivers for employee satisfaction and retention. People are social beings and organizations therefore have to create settings in which employees are able to interact socially. One concept that is fundamental to human social interaction is justice. Whether, it is a promotion decision, the assignment of tasks, the allocation of rewards or just about any other type of social exchange, matters of fairness are bond to arise. Employee’s perception of fairness in organization settings also known as organization justice, influence their attitude and behavior consequently, their intention to stay or quit. Turn-over is critical and costly (Bonn and Forbriger, 1992). For example, Hogan (1992) estimated that each incident of turn-over in the hospitality industry is estimated to cost up to $2,500 in direct cost and $1600 in indirect cost. Therefore it is highly important for management to create favorable environments that help to retain good employees. Organizational justice as a term was coined by Greenberg (1987) and is defined as an individual’s perception of and reactions to fairness in an organization. Organizational justice refers to the idea that an action or decision is morally right, which may be defined according to ethics, religion, fairness, equity, or law. People are naturally attentive to the justice of events and situations in their everyday lives, across a variety of contexts (Gopanzano, 2009). Individuals react to actions and decisions made by organizations every day. An individual’s perceptions of these decisions as fair or unfair can influence the individual’s subsequent attitudes and behaviors. Fairness is often of central interest to organizations because the implications of perceptions of injustice can impact job attitudes and behaviors at work. Justice in organizations can include issues related to perceptions of fair pay, equal opportunities for promotion, and personnel selection procedures.