The study shows how the satisfaction with practices of Human Resources Management (HRM) predicts turnover intentions both directly and through the mediating role of organizational justice. A sample comprising 462 individuals from 26 public and private organizations operating in Cape Verde was collected. The main findings are the following: (a) Satisfaction with HRM practices predicts four dimensions of organizational justice (distributive, procedural, interpersonal and informational); (b) Distributive justice and interpersonal justice predict turnover intentions; and (c) Satisfaction with HRM practices predicts turnover intentions both directly and through the mediating role of distributive and interpersonal justice. In spite of study limitations, the empirical evidence suggests that individuals who are more satisfied with several HRM practices of their organizations tend to have better perceptions of organizational justice that, in turn, implies more likely retention of talent in organizations.

Human Resources Management (HRM) is consensually considered to be a management field, able to bring strategic contributions to organizations (Friedman, 2007). HRM is concerned with effectively using the assets of human resources for the attainment of organizational goals and the continued viability and success of the organization (Wright et al., 1990, p. 4). The literature evidences have confirmed the relationship between HRM and organizational success (Pfeffer, 1995; Huselid et al., 1997; Becker et al., 2001; Stavrou and Brewster, 2005; and Baron and Armstrong, 2007). Indeed, a notable body of research has emerged that shows that human resource practices collectively do contribute significantly to organizational performance (Huselid, 1995; Huselid et al., 1997; Becker and Huselid, 1998; and Youndt and Snell, 2004).

The companies will benefit from adopting the ‘best practices’ in the way they manage people (Delery and Doty, 1996; Delery, 1998; Boxall and Purcell, 2000; Colbert, 2004; and Becker and Huselid, 2006). In fact, to remain competitive and maximize the utility of their human resources, it is often necessary for an organization to utilize the ‘best practices’ of HRM. Recently, there is an indication that it is not best practices that matter, but the combination of HRM practices that fit the firm strategy. In this study, we are examining some HRM practices as selection, training, performance appraisal, career opportunities, rewards and recognition.

Organizational Behavior Journal, Human Resources Management (HRM), Organizational Justice, Private Organizations, Distributive justice, Mediating role of distributive.