The role of job performance in the effect of organizational justice on turnover intention

The study examined the effect of organizational justice perception on the intention to leave and aimed to investigate the mediating role of job performance in this relationship. For this purpose, 382 personnel from the law enforcement class working at the Ağrı Provincial Police Department were reached using the simple random sampling method, and the data obtained from the participants were analyzed using structural equation modeling. Firstly, the study found that organizational justice perception has a direct and significant effect on the intention to leave. Secondly, it was revealed that organizational justice perception has a positive and significant effect on job performance. However, thirdly, the effect of job performance on the intention to leave was not found to be statistically significant. Therefore, job performance was not found to have a mediating role in the relationship between organizational justice perception and intention to leave. Based on the results of the study, it is recommended to prioritize practices that enhance employees' perception of organizational justice in public institutions. In particular, adopting fair practices in the dimensions of distributive, procedural, and interactional justice will increase employees' trust in the organization and contribute to reducing their intention to leave. It is important to train managers on transparent, impartial, and open communication, to include employees more in decision-making processes, and to implement performance-based reward systems fairly. Furthermore, strengthening organizational justice mechanisms is also recommended to improve job performance. Although this study did not find a direct relationship between job performance and intention to leave, performance-enhancing practices may have supportive effects on employee commitment in the long term. In this context, the findings suggest that strategic planning should be carried out to monitor and improve job performance at both individual and organizational levels. The study is expected to shed light on the development of more effective strategies to improve the job performance of police personnel and the adoption of more just, efficient, and human-centered management approaches. Keywords: Organizational justice, distributive justice, procedural justice, interactional justice, turnover intention, job performance, mediation effect, employee commitment.