Explaining the justice–performance relationship: Trust as exchange deepener or trust as uncertainty reducer?

Abstract

Past research has revealed significant relationships between organizational justice dimensions and job performance, and trust is thought to be one mediator of those relationships. However, trust has been positioned in justice theorizing in 2 different ways, either as an indicator of the depth of an exchange relationship or as a variable that reflects levels of work-related uncertainty. Moreover, trust scholars distinguish between multiple forms of trust, including affect- and cognition-based trust, and it remains unclear which form is most relevant to justice effects. To explore these issues, we built and tested a more comprehensive model of trust mediation in which procedural, interpersonal, and distributive justice predicted affect- and cognition-based trust, with those trust forms predicting both exchange- and uncertainty-based mechanisms. The results of a field study in a hospital system revealed that the trust variables did indeed mediate the relationships between the organizational justice dimensions and job performance, with affect-based trust driving exchange-based mediation and cognition-based trust driving uncertainty-based mediation.

Violação E Recuperação Da Confiança Do Cliente Após O Duplo Desvio

“…Considerando a importância da confiança para a qualidade de uma relação, Wang e Huff (2007) citam que a incerteza e a vulnerabilidade são conceitos importantes no surgimento e sustentação da confiança. Colquitt et al (2012) encontraram empiricamente que a confiança reduz a incerteza, ou seja, o aumento da confiança interpessoal em uma relação faz com que ocorra uma diminuição da incerteza sobre os comportamentos e atitudes do outro. Além disso, outros antecedentes também são importantes para o surgimento de confiança em uma relação entre cliente e empresa, entre eles está a satisfação.…”

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

“…Hansen, Morrow and Batista (2002) [30] argue that affect-based trust is subjective perception in nature, because it is based on the moods, feelings or emotions that one has concerning the perceived trustworthiness of an individual, group or organization. Some findings show that affect-based trust in a supervisor leads to positive outcomes, such as role-related performance [9,31], organizational identification [9] and normal commitment [31]. This paper will discuss the positive impact of affect-based trust in project supervisor on project members innovative behavior from psychological safety perspective.…”

Alınan Mentorluk Fonksiyonları ile Psikolojik Güçlendirme Arasındaki İlişki: Güven ve Politik Yeteneğin Gücü

“…These exchanges continue as they are reciprocated and create a history-dependent process providing information on which grounds an individual can trust to another (Kramer, 1999). Therefore, trust becomes one of the key elements in describing high-quality relationships in the workplace (Cropanzano, 2005;Schoorman, Mayer & Davis, 2007), and lead to important outcomes such as increased psychological availability and safety (Li & Tan, 2013), risk-taking behavior in relationships (Colquitt, Scott & LePine, 2007), and reduced uncertainty (Colquitt, LePine, Piccolo, Zapata & Rich, 2012).…”