Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

Abstract

SummaryData obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually-and organizationally-oriented dimensions of citizenship behavior.

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

“…These two job outcomes were found to demonstrate the strongest relationships with trust in leadership in the metaanalysis review (Dirks & Ferrin, 2002). Number of studies has established an empirical relationship between trust and job satisfaction (Brashear, Boles, Bellenger, & Brooks, 2003;Driscoll, 1978;Lagace, 1991;Rich, 1997) as well as employee turnover intention (Aryee, Budhwar, & Chen, 2002;Costigan, Ilter, & Berman, 1998; H. Tan & C. S. Tan, 2000). Recent research has further supported that increased trust in supervisors is negatively related to employee turnover intention.…”

Do supplier perceptions of buyer fairness lead to supplier sales growth?

“…In the literature on organizational justice, evidence exists to suggest that perceived fairness is closely linked to different aspects of relationship quality (Aryee et al, 2002;Cohen-Charash & Spector, 2001;Griffith et al, 2006;Kumar et al, 1995b). For instance, Aryee et al (2002) demonstrate that all three dimensions of organizational justice can considerably increase the level of trust in an organization.…”

Educational status and organizational safety climate: Does educational attainment influence workers’ perceptions of workplace safety?

“…Effective safety education programs in conjunction with the appropriate leadership role (e.g., corrective leadership, supervisory safety practices) can induce positive safety behaviours onto subordinate workers on the shop level (Zohar, 2002a,b). Support for this argument is (Shore and Shore, 1995;Simons and Robertson, 2003), create job enrichment programs (Godard, 2001) and provide support to workers beyond what is formally stated in the contractual agreement (Aryee et al, 2002;Shore and Shore, 1995). These measures would increase worker job-satisfaction, add to organizational efficiency and productivity and positively influences safety practices.…”