The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance

By Michel Tremblay, J. Cloutier, Gilles Simard, Denis Chênevert, Christian Vandenberghe. 2010

316 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/341d7f437f676ad41a7902e764abb3e985b7850a

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In Organizational Behavior and Human Resource Management

1. Ning Li
2. Nicolas Gillet
3. G. Brooks
4. P. Gollan
5. E. Fouquereau
6. Dan S. Chiaburu
7. H. Leroy
8. Jiexin Wang

Citations in the corpus

• How Leader Alignment of Words and Deeds Affects Followers: A Meta-analysis of Behavioral Integrity Research (2015, result): “Further, since trust in leadership has been demonstrated to affect organizational commitment (Tremblay et al. 2010; Cho and Park 2011; Mahajan et al. 2012), we would expect a similar pattern as was demonstrated for trust.”
• The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, background): “Indeed, recent investigations using organizational support theory (eg, Panaccio & Vandenberghe, 2009 ; Tremblay, Cloutier, Simard, Chenevert, & Vandenberghe, 2010 ; see Eisenberger & Stinglhamber, 2011 , for a review) have shown that perceived organizational support has indirect effects (via affe”
• Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, methodology): “having positive attitudes such as high AOC (Coyle-Shapiro, 2002; Sousa-Lima et al., 2013; Tremblay et al., 2010).”
• The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators (2011, background): “Employees who trust in the organization and colleagues produce extra-role behavior (Tremblay et al., 2010), contributing to knowledge sharing.”
• Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis (2015, background): “As research has demonstrated, perceived support and HRM practices are very much related (Eisenberger and Stinglhamber 2011; Tremblay et al. 2010; Whitener 2006).”
• Procedural Justice, Work Engagement, and Job Outcomes: Evidence from Nigeria (2011, background): “Recently, Tremblay, Cloutier, Simard, Chenevert, and Vandenberghe (2010) showed that trust in organization fully mediated the impact of procedural justice on affective organizational commitment among employees of a Canadian hospital.”
• The moderating effect of organizational change cynicism on middle manager strategy commitment (2013, background): “Procedural fairness is important to employees because it offers some form of control over the process and outcomes of decisions, and because it recognizes individuals' standing in the organization, thereby contributing to their sense of self-worth (Paterson, Green and Cary 2002 ; Tremblay, Cloutier”