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Peer-Review Record

Organizational Justice and Teachers’ Turnover Intention in Primary and Secondary Schools: The Importance of Sustainable Salary Management

Sustainability 2022, 14(20), 13314; https://doi.org/10.3390/su142013314
by Houyu Zhou 1,* and Jianhong Ma 2
Reviewer 1: Anonymous
Sustainability 2022, 14(20), 13314; https://doi.org/10.3390/su142013314
Submission received: 15 July 2022 / Revised: 9 October 2022 / Accepted: 12 October 2022 / Published: 17 October 2022

Round 1

Reviewer 1 Report

The study seems to be original, efforts are really good.

everything is very well detailed and simple to understand.

There are some gramatical error.

There are some suggestions.if the editor is considering for revision

1.The manuscript is too long. Ab starct is not well defined, Paper ans abstract need to clearly summarize the manuscript.

for 20 pages of manuscript,34 refernce are too less which indicate no source citation.

reduce introduction section.

Author Response

Response to Reviewer 1 Comments

 

Point 1: 1.The manuscript is too long. Abstarct is not well defined, Paper and abstract need to clearly summarize the manuscript.

Response 1:

Abstract: Primary and middle school teachers are a critical part of China’s foundational education; teacher turnover heavily affects the stable development of foundational education. Aiming at the phenomenon of teacher turnover intention in primary and secondary schools, interviews and questionnaires were used to explore the relationship between teachers' organizational justice, salary satisfaction and turnover intention in the management of primary and secondary schools. The research subjects were more than 500 primary and secondary school teachers from Zhejiang and Jiangsu provinces. The data analysis results show that the sense of interactive fairness is the highest, followed by procedural fairness, and the lowest sense of distributional fairness, with a certain sense of unfairness among the three dimensions of organizational fairness on primary and secondary school teachers. The average salary satisfaction score is 2.64, which is lower than the midpoint of 3, and there is a certain degree of dissatisfaction. The results of the correlation analysis found that the pairwise correlations between the variables reached a very significant level. The results of regression analysis found that organizational justice had the greatest impact on turnover intention, accounting for 20% of the variance. Salary satisfaction plays a partial mediating role between various dimensions of organizational justice and turnover intention, indicating that procedural fairness, interaction fairness, and distributional justice not only have a direct impact on turnover intention, but also indirectly affect turnover intention by affecting salary satisfaction. The results of this study can provide empirical data support for educational administrative departments and school managers in economically developed regions to improve their compensation management level and implement effective and sustainable compensation management policies and programs，as well as provide first-hand information for cross-country comparative studies of teacher compensation management in the field of education administration.

 

Point 2: for 20 pages of manuscript,34 refernce are too less which indicate no source citation.

Response 2: We have added and supplemented references(between 2018 and 2022). There are now 75 references.

  1. Li, G,; Lium H,; Liang, H. etc., China Teacher Development Report (2020-2021), 2021, Science Press (Beijing, China)
  2. Shkoler,O.; Tziner,A,; Vasiliu, C. and Ghinea, C-N. A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples. Psychol.2021,12,616476. doi: 10.3389/fpsyg.2021.616476
  3. Piotrowski, A.; Rawat, S.; and Boe, O. Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement.  Psychol.2021,12:642155. doi: 10.3389/fpsyg.2021.642155
  4. Özkan, H. Organizational justice perceptions and turnover intention: a meta-analytic review", Kybernetes,  2022, 3,2. https://doi.org/10.1108/K-01-2022-0119
  5. Eib,; Bernhard-Oettel, C.; Magnusson Hanson, L. L.; and Leineweber, C. Organizational justice and health: studying mental preoccupation with work and social support as mediators for lagged and reversed relationships,”J. Occup. Health Psychol.,2018 ,23, 553–567.
  6. Kwantes, C. ; Michael, H. Bond Organizational justice and autonomy as moderators of the relationship between social and organizational cynicism. Pers. Individ. Differ, 2019,151 ,DOI:10.1016/j.paid.2019.04.046
  7. Virtanen, ; Elovainio, M. “Justice at the workplace: a review,” Camb. Q. Healthc. Ethics.2018,27, 306–315.
  8. Hu, B.; Han, S. Distributive Justice: Investigating the Impact of Resource Focus and Resource Valence. J Bus Psychol.2021,36, 225–252. https://doi.org/10.1007/s10869-019-09668-1
  9. Drakopoulos, S. A. Pay Level Comparisons in Job Satisfaction Research and Mainstream Economic Methodology. Happiness Stud.2020,21,825–842. DOI:10.1007/s10902-019-00111-z
  10. Williams, M.; Zhou, Y.; Zou, M. Differentiation in pay for performance within organizations: an occupational perspective J. Manpow. 2022,42, 537-555 . DOI: 10.1108/ijm-01-2020-0038
  11. Kathrin Schnaufer, K.;Christandl, F.; Berger, S., Meynhardt, T., Gollwitzer, M. The shift to pay transparency: Undermet pay standing expectations and consequences. Organ. Behav.  2022,43,69-90. DOI: 10.1002/job.2575.
  12. Hauret,; Williams,D.R. Relative Income and Pay Satisfaction: Further Evidence on the Role of the Reference Group.J. Happiness Stud. 2019,20,307–329 .DOI:10.1007/s10902-017-9950-2
  13. Georgellis, Y.; Garcia, S. ; Gregoriou, A.; Ozbilgin, M. Pay Referents and Satisfaction with Pay: Does Occupational Proximity Matter? BRIT. J. MANAGE.2019,30, 578-592.DOI: 10.1111/1467-8551.12272
  14. Park, J. What Makes Performance-Related Pay Effective in the Public Sector? Target, Pay Design, and Context. Public Pers. Adm.2022;42,416-443. DOI:10.1177/0734371x21990722
  15. Brown,; Nyberg,A.J.; Weller,I.; Strizver,S.D. Pay Information Disclosure: Review and Recommendations for Research Spanning the Pay Secrecy–Pay Transparency Continuum.J. Manag. 2022;48,1661-1694.DOI:10.1177/01492063221079249
  16. Adamska, K. ; Kosakowska‐Berezecka, N.; Jurek, P.; Konarski ,R. Gender perspectives on self-censorship in organizations: The role of management position, procedural justice and organizational climate. J. Soc. Psychol.  2022,52, 570-583 , DOI: 10.1002/ejsp.2838.
  17. Milesi, P.Identity leadership, procedural justice, and group identification in uncertain organizational contexts. Appl. Soc. Psychol. 2022-06-09 .https://doi.org/10.1111/jasp.12897
  18. Herr, R.M.; Bosch, J.A.;Loerbroks,A,; Genser,, Almer,C.; van Vianen, A .E.M.;Fischer, J. E.  Organizational justice, justice climate, and somatic complaints: A multilevel investigation. J. Psychosomat. Res. 2018-08-01 , DOI: 10.1016/j.jpsychores.2018.05.003
  19. Scheller , E M.; Harrison, W. Ignorance Is Bliss, or Is It? The Effects of Pay Transparency, Informational Justice and Distributive Justice on Pay Satisfaction and Affective Commitment.Compen.Benefits.Rev.2018,50,65-81. DOI: 1177/0886368719833215
  20. Lambert,E.G.;Keena,L.D.;Leone,M.;May,D.;Haynes,S.H.The effects of distributive andprocedural justice on ob satisfaction and organizational commitment of correctional staff. Sci. J. 2020, 57, 405-416. DOI:10.1016/j.soscij.2019.02.002
  21. Özgenel, M.; Yazıcı, Ş.; Asmaz, A . The Mediator Role of Organizational Justice in the Relationship Between School Principals’ Agile Leadership Characteristics and Teachers’ Job Satisfaction. Front. Psychol. 2022,13,895540. doi: 10.3389/fpsyg.2022.895540
  22. Alyahya , M. A.; Elshaer , I. A.; Sobaih, A.E. E. The Impact of Job Insecurity and Distributive Injustice Post COVID-19 on Social Loafing Behavior among Hotel Workers: Mediating Role of Turnover Intention.Int. J. Environ. Res. Public Health 2022,19(1), 411; https://doi.org/10.3390/ijerph19010411
  23. SimanTov-Nachlieli, I.; Bamberger, P. Pay communication, justice, and affect: The asymmetric effects of process and outcome pay transparency on counterproductive workplace behavior. J. Appl. Psychol., 2021, 106, 230–249. https://doi.org/10.1037/apl0000502

Point 3: reduce introduction section.

Response 3: The introduction has also been appropriately modified.

Point 4:  There are some gramatical error.

Response 4: This is our English polishing certificate.

Author Response File: Author Response.docx

Reviewer 2 Report

I sincerely commend the authors for venturing into understanding the interplay between organisational justice and teachers' turnover intentions in China. The work is well written and will command a place in the literature, given the backward position the teaching profession faces in most countries. In my opinion, the topic is timely and necessary. However, the quality of this work could be improved further if the authors could follow closely the comments made at specific locations in the article (See the attached PDF).

Comments for author File: Comments.pdf

Author Response

Response to Reviewer 2 Comments

 

Point 1: This title appears too long. Shorter titles are preferable and often appear in search results faster. Currently, there are 21 words in the title. The title could modify to: "Organizational Justice and Teachers' Turnover Intention in Primary and Secondary Schools: The Importance of Sustainable Salary Management". This way, the title has been reduced to 17 words, which is finer.

Response 1: We accept the reviewer's suggestion and have revised the paper title as follows:

Organizational Justice and Teachers' Turnover Intention in Primary and Secondary Schools: The Importance of Sustainable Salary Management  

 

Point 2: Repetition. Authors could rewrite this abstract in a way that both the qualitative and quantitative results can be synthesized. Authors should create a balance in the abstract between background, methods, results and conclusion/recommendations. A little more should be given to the methods in the abstract.

Response 2:  Aiming at the phenomenon of teacher turnover intention in primary and secondary schools, interviews and questionnaires were used to explore the relationship between teachers' organizational justice, salary satisfaction and turnover intention in the management of primary and secondary schools. The research subjects were more than 500 primary and secondary school teachers from Zhejiang and Jiangsu provinces. The data analysis results show that the sense of interactive fairness is the highest, followed by procedural fairness, and the lowest sense of distributional fairness, with a certain sense of unfairness among the three dimensions of organizational fairness on primary and secondary school teachers. The average salary satisfaction score is 2.64, which is lower than the midpoint of 3, and there is a certain degree of dissatisfaction. The results of the correlation analysis found that the pairwise correlations between the variables reached a very significant level. The results of regression analysis found that organizational justice had the greatest impact on turnover intention, accounting for 20% of the variance. Salary satisfaction plays a partial mediating role between various dimensions of organizational justice and turnover intention, indicating that procedural fairness, interaction fairness, and distributional justice not only have a direct impact on turnover intention, but also indirectly affect turnover intention by affecting salary satisfaction. The results of this study can provide empirical data support for educational administrative departments and school managers in economically developed regions to improve their compensation management level and implement effective and sustainable compensation management policies and programs，as well as provide first-hand information for cross-country comparative studies of teacher compensation management in the field of education administration.

 

Point 3: Is there any citation to  back this up?.

Response 3: This result was obtained through interviews

 

Point 4: can you cite a source or more to support this claim?

Response 4: Yes, References are marked

Zeng, X. D.; Yu, X. Report on the Development of Teachers in Primary and Secondary Schools in China, 2014, Social Sciences Literature Publishing House (Beijing, China)

Li, G,; Lium H,; Liang, H. etc., China Teacher Development Report (2020-2021), 2021, Science Press (Beijing, China)

Higher educational departments allocate professional titles according to the grade and scale of a school. For example, key provincial and municipal schools are allocated more titles than ordinary rural primary and secondary schools. In some schools, professional titles are given to school leaders first, and to the teachers who are close to these leaders, making other teachers feel hopeless and unfairly treated[5][6].

 

 

Point 5: Very good point. I am enjoying myself reading this piece.

Response 5:  Thank you, your help is greatly appreciated

 

Point 6: Cite source(s) of this data.

Response 6: In 2015, the average teachers’ salaries in Beijing and Tibet were over 110,000 CNY, and that in Shanghai was over 100,000, while those in Henan, Hunan, and Jiangxi provinces were just over 50,000 CNY, with the difference being more than double. The average teachers’ salaries in 2019 were 180,000 CNY in Beijing, 140,000 CNY in Tibet, and 130,000 CNY in Shanghai, but only 70,000 in Henan, Hunan, and Jiangxi provinces[3][4].

    

Point 7: Have there been any efforts made to address these disparities in the past? It will be nice to find out and discussed such efforts and whether they were sustainable or not. If not sustainable, discuss why they were not, which has given rise to the current study.

 

Response 7:

 

Point 8: Who propounded the justice theory and year？（P3）

Response 8:

7.Adams, J. S. Inequity in social exchange. Adv. Exp. Soc. Psychol. 1965, 2, 267–299.

8.Leventhal, G. S.; Karuza, J.; Fry, W. R. Beyond fairness: A theory of allocation preferences. Justice Soc. Interact. 1980, 3, 167–218.

9.Bies, R.J.; Moag, J.F. Interactive justice: Communication criteria of fairness. Res. Negot. Organ. 1986, 1, 43–55.

 

Point 9: Cite a source.

Response 9:  

16.Colquitt, J. A.; Greenberg, J.; and Zapata-Phelan, C. P. “What is organizational justice? a historical overview,” in Handbook of Organizational Justice, eds J. Greenberg and J. A. Colquitt (Mahwah, NJ: Lawrence Erlbaum Associates Publishers) ,2005, 3–56.

17.Virtanen, M.; Elovainio, M. “Justice at the workplace: a review,” Camb. Q. Healthc. Ethics.2018,27, 306–315,

18.Tekin, Y. F.; Akyol, B. A Qualitative Investigation on the Views of School Principals and Teachers about Organizational Justice in Evaluation Process. Educ. Admin. Theory.  Pract. 2017, DOI: 10.14527/kuey.2017.006

 

Point 10: Very good.

Response 10:  Thank you, your help is greatly appreciated

 

Point 11:  How did you know this? Has any previous study proven this? It's good to cite some sources here.（P3，倒数第三段）

Response 11: To illustrate the above issues, we cite the following literature:

  1. Deconinck, J.B.; Stilwell, .CD.; Brock, B.A.; A Construct Validity Analysis of Scores on Measures of Distributive Justice and Pay Satisfaction. Educ. Psychol. Meas.1996,56,1026-1036. doi:10.1177/0013164496056006008

42.Lambert,E.G.;Keena,L.D.;Leone,M.;May,D.;Haynes,S.H.The effects of distributive andprocedural justice on ob satisfaction and organizational commitment of correctional staff. Soc. Sci. J. 2020, 57, 405-416. DOI:10.1016/j.soscij.2019.02.002 

43.Williams,S.The Effects of Distributive and Procedural Justice on Performance. J. Psychol., 1999,133,183-193.

 

Point 12: Full stop. Cite the work of Field and others. (p4 最后一段)

Response 12:  Rewards based on work performance, especially fair rewards, can improve salary satisfaction and reduce turnover intention. Fields and others showed that distributional equity had a significant impact on turnover intention [54][55].

 

Point 13: Cite only the work of Liu, Ma and Han here (p4 最后一段)

Response 13:  Liu, Ma, and Han showed that organizational justice, distributive justice, procedural justice, and interactive justice had significant predictive effects on turnover intention [56–58].

 

Point 14: There was no report on validity. Although the instruments used were previously developed. Some of the instruments were not calibrated using a Chinese sample. There is a need for revalidation in the study's context. Furthermore, it was not stated whether the instruments were in Chinese language or English. If respondents answered in Chinese, how was translation handled especially for instruments with English origin.

 

Response 14: The research instruments, Organizational Justice Scale and Salary Satisfaction Scale, are selected from the master's thesis, and the validity of the scale has been verified in Chinese situations. Turnover intention scale is an English scale. Before the scale is used, firstly, an organizational behavior expert and two researchers majoring in human resource management are asked to independently translate the English questionnaire into Chinese, and the final Chinese version is discussed and determined. Then, ask two scholars who are proficient in English to compare the translated Chinese manuscript with the original English, so as to confirm the semantic meaning and check whether there are any questions that are inconsistent with the original intention; On this basis, this questionnaire is finally determined as the measurement material of this study.

 

Point 15: Most of the references are grey. Consider incorporating more recent works (between 2018 and 2022).

Response 15:  We have added the following references(between 2018 and 2022).

  1. Li, G,; Lium H,; Liang, H. etc., China Teacher Development Report (2020-2021), 2021, Science Press (Beijing, China)
  2. Shkoler,O.; Tziner,A,; Vasiliu, C. and Ghinea, C-N. A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples. Psychol.2021,12,616476. doi: 10.3389/fpsyg.2021.616476
  3. Piotrowski, A.; Rawat, S.; and Boe, O. Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement.  Psychol.2021,12:642155. doi: 10.3389/fpsyg.2021.642155
  4. Özkan, H. Organizational justice perceptions and turnover intention: a meta-analytic review", Kybernetes,  2022, 3,2. https://doi.org/10.1108/K-01-2022-0119
  5. Eib,; Bernhard-Oettel, C.; Magnusson Hanson, L. L.; and Leineweber, C. Organizational justice and health: studying mental preoccupation with work and social support as mediators for lagged and reversed relationships,”J. Occup. Health Psychol.,2018 ,23, 553–567.
  6. Kwantes, C. ; Michael, H. Bond Organizational justice and autonomy as moderators of the relationship between social and organizational cynicism. Pers. Individ. Differ, 2019,151 ,DOI:10.1016/j.paid.2019.04.046
  7. Virtanen, ; Elovainio, M. “Justice at the workplace: a review,” Camb. Q. Healthc. Ethics.2018,27, 306–315.
  8. Hu, B.; Han, S. Distributive Justice: Investigating the Impact of Resource Focus and Resource Valence. J Bus Psychol.2021,36, 225–252. https://doi.org/10.1007/s10869-019-09668-1
  9. Drakopoulos, S. A. Pay Level Comparisons in Job Satisfaction Research and Mainstream Economic Methodology. Happiness Stud.2020,21,825–842. DOI:10.1007/s10902-019-00111-z
  10. Williams, M.; Zhou, Y.; Zou, M. Differentiation in pay for performance within organizations: an occupational perspective J. Manpow. 2022,42, 537-555 . DOI: 10.1108/ijm-01-2020-0038
  11. Kathrin Schnaufer, K.;Christandl, F.; Berger, S., Meynhardt, T., Gollwitzer, M. The shift to pay transparency: Undermet pay standing expectations and consequences. Organ. Behav.  2022,43,69-90. DOI: 10.1002/job.2575.
  12. Hauret,; Williams,D.R. Relative Income and Pay Satisfaction: Further Evidence on the Role of the Reference Group.J. Happiness Stud. 2019,20,307–329 .DOI:10.1007/s10902-017-9950-2
  13. Georgellis, Y.; Garcia, S. ; Gregoriou, A.; Ozbilgin, M. Pay Referents and Satisfaction with Pay: Does Occupational Proximity Matter? BRIT. J. MANAGE.2019,30, 578-592.DOI: 10.1111/1467-8551.12272
  14. Park, J. What Makes Performance-Related Pay Effective in the Public Sector? Target, Pay Design, and Context. Public Pers. Adm.2022;42,416-443. DOI:10.1177/0734371x21990722
  15. Brown,; Nyberg,A.J.; Weller,I.; Strizver,S.D. Pay Information Disclosure: Review and Recommendations for Research Spanning the Pay Secrecy–Pay Transparency Continuum.J. Manag. 2022;48,1661-1694.DOI:10.1177/01492063221079249
  16. Adamska, K. ; Kosakowska‐Berezecka, N.; Jurek, P.; Konarski ,R. Gender perspectives on self-censorship in organizations: The role of management position, procedural justice and organizational climate. J. Soc. Psychol.  2022,52, 570-583 , DOI: 10.1002/ejsp.2838.
  17. Milesi, P.Identity leadership, procedural justice, and group identification in uncertain organizational contexts. Appl. Soc. Psychol. 2022-06-09 .https://doi.org/10.1111/jasp.12897
  18. Herr, R.M.; Bosch, J.A.;Loerbroks,A,; Genser,, Almer,C.; van Vianen, A .E.M.;Fischer, J. E.  Organizational justice, justice climate, and somatic complaints: A multilevel investigation. J. Psychosomat. Res. 2018-08-01 , DOI: 10.1016/j.jpsychores.2018.05.003
  19. Scheller , E M.; Harrison, W. Ignorance Is Bliss, or Is It? The Effects of Pay Transparency, Informational Justice and Distributive Justice on Pay Satisfaction and Affective Commitment.Compen.Benefits.Rev.2018,50,65-81. DOI: 1177/0886368719833215
  20. Lambert,E.G.;Keena,L.D.;Leone,M.;May,D.;Haynes,S.H.The effects of distributive andprocedural justice on ob satisfaction and organizational commitment of correctional staff. Sci. J. 2020, 57, 405-416. DOI:10.1016/j.soscij.2019.02.002
  21. Özgenel, M.; Yazıcı, Ş.; Asmaz, A . The Mediator Role of Organizational Justice in the Relationship Between School Principals’ Agile Leadership Characteristics and Teachers’ Job Satisfaction. Front. Psychol. 2022,13,895540. doi: 10.3389/fpsyg.2022.895540
  22. Alyahya , M. A.; Elshaer , I. A.; Sobaih, A.E. E. The Impact of Job Insecurity and Distributive Injustice Post COVID-19 on Social Loafing Behavior among Hotel Workers: Mediating Role of Turnover Intention.Int. J. Environ. Res. Public Health 2022,19(1), 411; https://doi.org/10.3390/ijerph19010411
  23. SimanTov-Nachlieli, I.; Bamberger, P. Pay communication, justice, and affect: The asymmetric effects of process and outcome pay transparency on counterproductive workplace behavior. J. Appl. Psychol., 2021, 106, 230–249. https://doi.org/10.1037/apl0000502

Thank you so much for your advice and guidance!

Author Response File: Author Response.docx

Round 2

Reviewer 1 Report

I  am happy to see the changes incorporated by the authors.

But still there are nomajor changes which were suggested , which will make this manuscript acceptable.

1}Add refrence  from other asian countries and western coutries.If you wish you can reduce some of irrelavent refernce from same country of origin for a comparitive picture.

2) Major reduction in irrelevent theory related content in introduction and discussion part.

3) Giving association outside china might increase its reach to international audience.

4) You can add some reference during covid time (how it impacted teaching profession) and associated stress.

example.Job satisfaction,psychological well being and percieved stress among teacher (asian journal of psychiatry)

suggest that this paper need to be reduced in its content and size ,as people need result in short,everyday results are published majorly they have cited the literature of China .I doubt this article may not attract international audience if not improved .Consider with your opinion sir/maam.

thank you.

Author Response

Response to Reviewer 1 Comments2

Dear Peer Reviewer, Thank you so much for your advice and guidance!   we have tried our best to revise the research paper and now respond as follows:

 

Point 1: Add refrence  from other asian countries and western coutries. If you wish you can reduce some of irrelavent refernce from same country of origin for a comparitive picture.

Point 3: Giving association outside china might increase its reach to international audience

Response 1 and 3:  

   In our research papers, a total of 50 reference papers from Asian and European countries helped to establish this link.

  1. Adams, J. Inequity in social exchange. Adv. Exp. Soc. Psychol. 1965, 2, 267–299.
  2. Leventhal, G. ; Karuza, J.; Fry, W. R. Beyond fairness: A theory of allocation preferences. Justice Soc. Interact. 1980, 3, 167–218.
  3. Bies, R.J.; Moag, J.F. Interactive justice: Communication criteria of fairness. Negot. Organ. 1986, 1, 43–55.
  4. Shkoler,O.; Tziner,A,; Vasiliu, C. and Ghinea, C-N. A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples. Front. Psychol. 2021,12,616476. https://doi.org/ 10.3389/fpsyg.2021.616476
  5. Piotrowski, A.; Rawat, S.; and Boe, O. Effects of Organizational Support and Organizational Justice on Police Officers’ Work Engagement. Front. Psychol. 2021,12:642155. https://doi.org/ 10.3389/fpsyg.2021.642155
  6. Özkan, A. H. Organizational justice perceptions and turnover intention: a meta-analytic review", Kybernetes, 2022, 3,2. https://doi.org/10.1108/K-01-2022-0119
  7. Eib,; Bernhard-Oettel, C.; Magnusson Hanson, L. L.; and Leineweber, C. Organizational justice and health: studying mental preoccupation with work and social support as mediators for lagged and reversed relationships,”J. Occup. Health Psychol.,2018 ,23, 553–567.
  8. Kwantes, C. ; Michael, H. Bond Organizational justice and autonomy as moderators of the relationship between social and organizational cynicism. Pers. Individ. Differ, 2019,151, https://doi.org/10.1016/j.paid.2019.04.046
  9. Colquitt, A.; Greenberg, J.; and Zapata-Phelan, C. P. “What is organizational justice? a historical overview,” in Handbook of Organizational Justice, eds J. Greenberg and J. A. Colquitt (Mahwah, NJ: Lawrence Erlbaum Associates Publishers) ,2005, 3–56.
  10. Virtanen, ; Elovainio, M. “Justice at the workplace: a review,” Camb. Q. Healthc. Ethics.2018,27, 306–315.
  11. Tekin, Y. F.; Akyol, B. A Qualitative Investigation on the Views of School Principals and Teachers about Organizational Justice in Evaluation Process. Admin. Theory.  Pract. 2017, https://doi.org/10.14527/kuey.2017.006
  12. Colquitt, A.; Greenberg, J.; Zapata-Phelan, C. P. “What is organizational justice? a historical overview,” in Handbook of Organizational Justice, eds J. Greenberg and J. A. Colquitt (Mahwah, NJ: Lawrence Erlbaum Associates Publishers), 2005, 3–56.
  13. Hu, B.; Han, S. Distributive Justice: Investigating the Impact of Resource Focus and Resource Valence. J Bus Psychol .2021,36, 225–252. https://doi.org/10.1007/s10869-019-09668-1
  14. Colquitt, J. A. On the dimensionality of organizational justice: A construct validation of a measure. Appl. Psychol., 2001,86, 386–400. https://doi.org/10.1037/0021-9010.86.3.386
  15. Drakopoulos, S. A. Pay Level Comparisons in Job Satisfaction Research and Mainstream Economic Methodology. Happiness Stud. 2020,21,825–842. https://doi.org/10.1007/s10902-019-00111-z
  16. Williams, M.; Zhou, Y.; Zou, M. Differentiation in pay for performance within organizations: an occupational perspective J. Manpow. 2022,42, 537-555. https://doi.org/10.1108/ijm-01-2020-0038
  17. Jawahar, M.; Stone, T. H. Fairness perceptions and satisfaction with components of pay satisfaction.J. Manage. Psychol. 2011,26,297-312.HTTPS://DOI.ORG/10.1108/02683941111124836
  18. O'Neill, A.; Stanley, L. J.; O'Reilly, C. A. Disaffected Pollyannas: The influence of positive affect on salary expectations, turnover, and long‐term satisfaction. J.Occup.Organ. Psychol..2011,84,599-611. HTTPS://DOI.ORG/ 10.1348/096317910x500801
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Point 2: Major reduction in irrelevent theory related content in introduction and discussion part.

Response 2: The changes to the introduction section were based on the requirements of Peer Reviewer 2.

In terms of changes to the discussion section, we have deleted “4.1.4. Relatively Low Income Affects the Overall Quality and Development of Teachers” and revised“4.4. Countermeasures and Suggestions”section. The specific modifications are as follows：

4.1.4. Relatively Low Income Affects the Overall Quality and Development of Teachers (This part is deleted.)

On the one hand, teachers’ actual income is relatively low; on the other hand, the public have high expectations of teachers’ knowledge, ability, and time investment. Therefore, it is unsustainable to require teachers to devote themselves to education based only on “teachers’ morality” without increasing teachers’ actual income. In the short term, here are the factors affecting the overall quality of teaching staff: Firstly, in the process of recruitment, low income is not conducive to attracting outstanding talent to join the basic education teaching staff. Secondly, in terms of maintaining the stability of the existing teachers, there is an adverse selection mechanism. The basic education teaching staff with outstanding talent will leave public schools to private schools or training institutions, or even leave the teaching profession, resulting in an overall quality decline of basic education teachers. Thirdly, in terms of promoting the development of teachers’ professional quality, the relatively low income makes it difficult for teachers to find time for additional work and does not provide motivation to promote their professional development. In the long run, it is not conducive to the stable development of the quality of teaching staff, and will have an adverse impact on the quality of basic education.

 

  4.4 Practical Implications(This part is modified as follows)

From the perspective of economic growth, the international standard can be referred to. According to the report of the Organization for Economic Cooperation and Development (OECD), the wage index of primary and secondary school teachers with 15 years of teaching experience in developed countries is between 1.2 and 1.3 compared with the GDP growth rate. In the Chinese context, teachers’ income should be slightly higher than the average wage levels of people with the same educational backgrounds in society, and the proportion of teachers’ income in education recurrent expenditure should be increased. Also, increase the proportion of senior professional titles of primary and secondary school teachers and improve promotion prospects for professional titles.

In terms of procedural justice, pay distribution standards should be developed by soliciting teachers’ opinions, and the distribution process is open and transparent. As for distributive justice, the front-line teachers should be ensured that the distribution results can reflect their ability and efforts. In terms of interactive justice, teachers’ work performance should be recognized and commended by school leaders.

From the Perspective of Individual Teachers, different references can produce a completely different sense of justice. By rationalizing the reference objects for income comparisons foster a relatively stable sense of justice.As a sense of justice is a subjective feeling, teachers can adjust themselves cognitively to obtain such a sense. From the nature of the work, teachers should be aware that education is a kind of service labor and that some types of work input and performance are tangible, while many are intangible. It is difficult to achieve absolute fairness through the quantitative measurement of distribution standards. In a nutshell, distribution standards cannot be tailored for every teacher but should be relatively fair for the majority of teachers.

Point 4: You can add some reference during covid time (how it impacted teaching profession) and associated stress. example.Job satisfaction,psychological well being and percieved stress among teacher (asian journal of psychiatry).

suggest that this paper need to be reduced in its content and size ,as people need result in short,everyday results are published majorly they have cited the literature of China .I doubt this article may not attract international audience if not improved .Consider with your opinion sir/maam.

Response 4:  

The data of this study was collected from June 2019 to August 2020, when the impact of COVID-19 epidemic on teachers' salary concept had not been highlighted. This study discusses the influence of organizational justice and salary satisfaction on turnover intention. From the perspective of scientific research logic, pertinence and rigor of research ideas, there is no need to increase the content of other variables such as job satisfaction. Of course, this suggestion may be used in the subsequent research conception and design. I am very grateful for your guidance and help.

  Whether a paper can be published depends on the research conception, the level of argumentation and analysis of research problems, the theoretical height, the targeted reflection of the real problems, and the help and guidance for solving practical problems. A paper needs USD 1900 to be published. As executors, we also need a certain amount and quality of output to present a more satisfactory answer to the fund providers. I sincerely hope to get your understanding and consideration.  

 

    

Thank you so much for your advice and guidance!

 

 

 

Author Response File: Author Response.pdf

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