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Worldwide, organizations face growing concerns over retaining their talented workforce amidst intense international competition. However, the Tunisian banking sector grapples with issues related to internal factions and organizational ambiguity. Social influence, often perceived as a complex and enigmatic force, wields significant power in shaping employees’ intentions to leave their positions. Organizations are making concerted efforts to cultivate work environments that prioritize the psychological well-being of their workforce, an objective achieved through the practice of organizational justice. This article delves into the impact of procedural justice on social influence and examines its pivotal role in connecting procedural justice with turnover intention. In the initial phase of our research, we conducted surveys among 650 employees across various agencies in Tunisia to refine our measurement scales. We successfully collected 423 usable questionnaires, reflecting a commendable response rate of 65.07%. Measurement scales were thoughtfully selected to assess the variables of interest. To ensure methodological rigor, we followed Baron and Kenny’s (1986) approach to validate and confirm the mediating roles of Social Influence and Psychological Safety in the relationship between Procedural Justice and Turnover Intention. Firstly, our model reveals that Procedural Justice significantly and negatively influences Turnover Intention (β= -0.523, p <0.001). Secondly, Procedural Justice exerts a significant and positive influence on both Social Influence (β= +0.28, p <0.001) and Psychological Safety (β= +0.277, p <0.001). Thirdly, the evidence underscores that Social Influence significantly and positively impacts Turnover Intention (β= +0.27, p <0.001), while Psychological Safety plays a significant and negative role in Turnover Intention (β= -0.266, p <0.05). Lastly, we scrutinize the partial or complete mediation of Psychological Safety and Social Influence.