The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees' level of trust

By James Deconinck. 2010

529 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f4aa63229c97c2014eed25c32d571010123df75c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Hongmei Shen
2. Hua Jiang
3. Minjeong Kang
4. Minjung Sung
5. G. Brooks
6. P. Gollan
7. Zhou Jiang
8. Hyunjin Song

In Strategy and Management

1. Hyunjin Song
2. G. Brooks
3. Philipp Daniel Romeike
4. Peggy D. Jimenez
5. Hongmei Shen
6. Li Sun
7. Minjeong Kang
8. Govind S. Iyer

Citations in the corpus

• To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “, 2010) and trust (Aryee et al., 2002; Cohen-Charash & Spector, 2001; DeConinck, 2010; Lewicki et al., 2005; Saunders & Thornhill, 2004) were negatively associated with turnover intention.”
• Tax compliance in a social setting: The influence of social norms, trust in government, and perceived fairness on taxpayer compliance (2016, background): “DeConinck (2010) found that employees' perceptions of an organization's future procedural justicewere related to the amount of trust theywerewilling to place in the”
• Toward a Relational Theory of Employee Engagement: Understanding Authenticity, Transparency, and Employee Behaviors (2020, background): “Employees’ direct supervisors demonstrating authentic leadership capabilities contribute to constructing a nurturing organizational environment characterized by transparency, learning, and open conversation, which consequently may lead to a high level of employee engagement and behavioral outcomes c”
• Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “This finding is consistent with past research conducted in the US (DeConinck, 2010; Pillai et  al., 2001) and India (Aryee et al., 2002).”
• A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “It forms the basis of studies tackling important topics for business, including transformational leadership, leader-memberexchange and a variety of motivation theories (DeConinck, 2010).”
• Perceived Organizational Support: A Literature Review (2019, background): “Eisenberger et al. (2016) proposed eight tactics for optimizing perceived organizational support, respectively 1) Implement supportive workforce services that are discretionary.”
• Determinants of Turnover Intention of Social Workers (2017, background): “Defined as a general belief that one’s organization values employee contribution and cares about employee wellbeing (Eisenberger, Huntington, Hutchison, & Sowa, 1986), POS enhances trust in the organization, employee satisfaction, commitment, and organizational citizenship behavior, whereas it decre”