Organizational Justice and Quiet Quitting among University Lecturers: The Mediating Role of Employee Engagement
DOI:
https://doi.org/10.33096/jmb.v13i2.1699Keywords:
Employee Engagement, Organizational Justice, Private Higher Education, Quiet Quitting, Social Exchange TheoryAbstract
This study aims to examine the effect of Organizational Justice on Quiet Quitting, while investigating the mediating role of Employee Engagement. A quantitative research design was employed using a survey of 175 lecturers from private universities. Data were analyzed using PLS-SEM with SmartPLS 4. The findings indicate that organizational justice significantly enhances employee engagement and simultaneously reduces lecturers’ tendency toward quiet quitting. Employee engagement also significantly decreases quiet quitting and partially mediates the relationship between organizational justice and quiet quitting, demonstrating that fair organizational practices influence lecturers’ workplace behaviour both directly and indirectly through stronger psychological attachment to their work. The findings further suggest that strengthening organizational justice through transparent governance, equitable workload distribution, objective performance evaluation, and supportive organizational practices represents an effective strategy for enhancing lecturers’ engagement and minimizing quiet quitting in private universities.
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