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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. [ABSTRACT FROM AUTHOR]

The present study aims at some considerations about leadership from the contingency perspective, focuses on the theory of Fiedler, whose basic premise is that group performance is contingent depending on the interaction of leadership styles and situations favorable to the leader. Leadership is an issue that has aroused much interest among people and is probably one of mankind's most ancient concerns. Fiedler uses the distinction between task-oriented leadership style and relationship-oriented leadership style, relating these leadership styles with different types of situation, in order to determine the contingencies that make either style effective. Based on Fiedler's theory, a case study was applied in Cape Verde at the University of Beira Interior (CABOUBI) (association of African students from Cape Verde) to confirm the applicability of the measures advocated by the theory (least preferred coworker). [ABSTRACT FROM AUTHOR]