Organizational change and employee trust : the mediating roles of perceived organizational support and organizational justice
By M. Pernica. 2011
93 citations recorded by the source corpus.
Over the past decade, the prevalence of organizational change in today's economy has increasingly become more and more evident, in Canada and internationally. As a result, organizations feel the pressure to reorganize, downsize, merge with or acquire organizations. Organizational change has been found to be a critical event that may create or destroy trust in management (Lines et al., 2005; Morgan & Zeffane, 2003; Pritchett, 1985). The fact that employee trust is vulnerable during change is concerning because trust is known to be at the foundation of positive working relationships, commitment, employee performance, morale, loyalty and many other job attitudes and outcomes (Bromiley & Cummings, 1995; Dirks & Ferrin, 2002; Kwang & Burgers, 1997; Wells & Kipnis, 2001). Using a sample of employed individuals (n = 272), the present study examined the direct effect of organizational change, and the mediating effects of perceived organizational support and the four components of organizational justice on employee trust. It was found that positive perceptions of organizational change predicted greater employee trust, and perceived organizational support and the four components of organizational justice were significant partial mediators of the effect of perceptions of organizational change on employee trust. Future research could examine similar effects of organizational change using a longitudinal design in order to better determine causality.
Subfields: Communication, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/3d9a443fa269bb52f45cec1229e070d19a4443a4
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In Communication
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Boredom Proneness: Its Relationship with Subjective Underemployment, Perceived Organizational Support, and Job Performance (2010, background): “Perceived organizational support (POS) refers to the extent to which employees perceive their organization to be concerned with their well-being and to value their contributions to the organization (Eisenberger et al. 1986; Rhoades and Eisenberger 2002; Shore and Shore 1995).”
- Stemming the tide: Predicting women engineers' intentions to leave ☆ (2013, background): “…their contributions, and offers opportunities for recognition, promotion, and training and development will be more satisfied and committed to their jobs, and are less likely to consider quitting their organizations (e.g., Eisenberger, Huntington, Hutchison, & Sowa, 1986; Shore & Shore, 1995).”
- Work-Family Conflict as a Cause for Turnover Intentions in the Hospitality Industry (2010, background): “Based on the reciprocity norm ( Gouldner, 1960 ) employees are expected to have a feeling of obligation which motivates them to repay the commitment by helping the organization to reach its goals and objectives ( Shore and Shore, 1995 ; Wayne et al , 1997 ; Maertz et al , 2007 ).”