International Journal of Research and Innovation in Social Science (IJRISS) |Volume V, Issue VIII, August 2021|ISSN 2454-6186 www.rsisinternational.org Page 684 The Role of Perceived Organisational Support on Organisational Justice and Turnover Intent among Private Secondary Schools in Jos, Plateau State Florence Nkonye Akinrinlola 1 , Nanfa Danjuma Kusa 2 , Shitnaan Emmanuel Wapmuk 3 1,2,3 ,Department of Business Administration, Faculty of Management Sciences, University of Jos, Nigeria. Abstract: This study seeks to investigate the function of Perceived Organisational Support on the association between Organisational Justice and Turnover Intent. To achieve this purpose, three objectives were established: firstly to examine the relationship between Organisational Justice and Turnover Intent, secondly to examine the relationship between Perceived Organisational Support and Turnover Intent, and lastly to examine the role of Perceived Organisational Support on the relationship between Organisational Justice and Turnover Intent.A survey research design was used to collate data from a population of 1162 teachers of private secondary schools. The Taro Yameneformular was used to determine the sample size of 298 teachers randomly selected from private secondary schools in Jos. The data was cleaned, coded, and properly analysed using multiple regression analysis. The results of the findings indicated that there was a positive relationship between Organisational Justice and Turnover Intent, secondly there exist a negative relationship between Perceived Organisational Support and Turnover Intent and lastly, Perceived Organisational Support did not moderate the relationship between Organisational Justice and Turnover Intent. In conclusion, Organisational Justice should be planted in the perceptions of teachers as it helps to prevent turnover intent or outright turnover of teachers which could further help to enhance the performance of students in WASSCE. Also, the management of educational institutions should focus more on distributive and informational justice to further reduce Turnover Intent to the bearest minimum. Keywords: Turnover intent, organizational justice, perceived organizational support, private secondary schools, teachers. I. INTRODUCTION n today's world, organisations have realised that people, intellectual capital, and talents are critical to organisational success. Overtime, employee's pivotal role in creating and maintaining an organization's competitive advantage has been identified as key to organization's performance (Tanwar & Prasad, 2016) and market positioning thereby resulting in the directing of all focus towards attracting, motivating and keeping hold of qualified employees. Ahmed, & Lebai Othman, (2017) stressed that the behaviour and approaches of employees are a reflection of the practices of human resource management therefore employee turnover is a subject matter that is considered to be a silent danger that exists in organisation (Raabe, Frese, Beehr 2007) and by extension, a major determinant of organisation's performance. Employee turnover intention on the other hand has received much scholarly attention because turnover intent has been associated with actual voluntary turnover (Kim, Im, & Hwang, 2015). Turnover intent is the cognitive process of thinking, scheduling, and craving to leave a job (Feng & Angeline, 2010) and this has been a reoccurring decimal among teachers who frequently make up their minds to quit their positions voluntarily (Wells and Peachey, 2010). Voluntary turnover is usually dysfunctional and can be most detrimental to the organization as Teachers who leave the organization are the most talented and smartest as their valuable experiences, talent, skills and knowledge will leave with them and thereby deteriorate the organisation's efficiency (Watrous, Huffman & Pritchard 2006). In addition, 40-50% of most novice teachers have a high expectancy rate to quit the profession after a few years of service (Tehseen, & Ul Hadi, 2015). According to Mary (2010), there are a variety of outlooks on the motivation of teachers in Africa. In Nigeria, the situation is not far- fetched as private school teachers are constantly being exposed to the thought of quitting or switching their jobs which affects the quality of relationship between teachers and students and could therefore be linked to the poor performance of students (Mary, 2010; Bryk & Schneider, 2002; Hanushek & Rivkin, 2010; Ingersoll & May 2011) and can also impose high costs on the schools to replace teachers (Ingersoll 2004). Turnover intent which is the strongest predictor of turnover among educational institutions can be curbed when organizational Justice perception is considered (Griffith & Hom, 2001). Organisational justice elucidates the degree of expressed equality as perceived in a workplace. In extension, the triggers of positive or negative work-related approach are expressed mainly by the degree to which the fairness is perceived (Gomam, Vem, & Panshak, 2017) as it is one of the most important determinant of employee turnover intention (Coetzee, 2005; Lacity & Iyer, 2008; Nadiri & Tanova, 2010; Demir, Guney, Akyurek, Ugural, & Aslan, 2017). Organisational Support theory states that employees are likely to develop a more positive outlook towards the organisation if they perceive support from the organisation (Eisenberger, Huntington, Hutchison, & Sowa, 1986; Allen, Shore & Griffeth, 2003) even though, when negatively correlated with turnover intention and actual turnover, employees often respond to their organisation in kind I