In the world of organizational studies, the paradigm of justice and its effects on employee attitudes and behaviors have long been scrutinized. From early assertions by Adams (1965) about distributive justice influencing work attitudes to the latter-day theoretical models that integrate various facets of justice (procedural, distributive, and interactional), scholars have repeatedly shown that perceptions of fairness within organizations significantly shape employees' behavioral responses, including turnover intentions (Colquitt et al., 2001). While the intricate dialogue among scholars has heightened our understanding, it has overlooked an imperative aspect of this exchange, underscoring the need for further theoretical exploration. However, the nexus of organizational justice and turnover intentions, while rigorously examined, has mostly overlooked the underlying psychological processes that explicate this relationship. One such unchartered territory lies in the exploration of perceived accountability as a mediating variable in this equation. The pivotal role of accountability in shaping employee's responses to their organizational experiences can't be overemphasized. For example, employees who perceive higher accountability often exhibit stronger loyalty and commitment, fostering lower turnover intentions (Hall et al., 2006). Hence, the interplay of organizational justice, perceived accountability, and turnover intentions offers a rich theoretical ground, awaiting scholarly investigation. With this backdrop, our research examines the mediating role of perceived accountability in the relationship between organizational justice and turnover intentions. We conjecture that organizational justice influences turnover intentions through employees' perceived accountability. In other words, the greater the perception of fairness (organizational justice), the higher the sense of accountability leading to lower turnover intentions. Notably, the findings of our research unravel intricate processes and elucidate the nuances of how perceived fairness impacts turnover intentions, thereby enriching our understanding of organizational behavior literature. As such, our study addresses the previously identified theoretical gap and paints a more comprehensive picture of the justice-turnover relationship in organizational settings. This analysis is critical not only for its theoretical advancements but also for providing pragmatic insights for managers aiming to reduce employee turnover in their organizations.