Effect of perceptions of HRM practices and perceived organizational justice on the intention to voluntarily leave among managers of civil servant savings and credit cooperatives in Burundi

Abstract

The aim of this study is to identify a link between perceptions of human resource management practices and organizational justice on the voluntary departure intentions of managers of civil servant savings and credit cooperatives in Burundi. A qualitative study was conducted to collect data from March to May 2025 after obtaining authorization from the managers of these cooperatives. Twenty semi-structured interviews were conducted in quiet locations with a total of thirty-six executives, including seventeen from CECADM, twelve from FSTE, three from FSTS and four from FSCJ. Thematic content analysis was used to process the data collected.

The results show that, on average, managers of civil servant savings and credit cooperatives in Burundi perceive procedural injustice at a rate of 37.17%, 74.1% and 38.4% for recruitment, training and performance evaluation practices, respectively. With regard to remuneration and working time management practices, distributive injustice is reported by 49% and 86% of managers in the cooperatives studied, respectively, while 22.3% of managers experience interactional injustice in relation to communication practices. The intention of managers to leave

To retain executives in the companies studied, it is advisable to comply with the laws and regulations governing recruitment, compensation, and performance evaluation.  Managers should also improve working conditions by balancing work and personal time and organizing on-the-job training that takes into account individual and organizational needs. Good communication between employees and employers is a tool for retaining executives in the companies studied. Future studies should include a quantitative methodology.

JEL Classification : M12

Article Type : Empirical Research