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Purpose – The purpose of this paper is to examine the relationship between two components of job burnout (emotional exhaustion and depersonalization) and organizational cynicism. Another aim of this research was to examine the role of moderating variables such as role conflict, work-family conflict, perceived fairness, and trust in coworkers on the relationship between burnout and organizational cynicism. Design/methodology/approach – The methodology was a survey-based quantitative method. Totally, 172 nurses in a Taiwanese hospital were surveyed, and 169 completed responses were obtained. The nurses filled out self-report surveys that measured their levels of burnout, organizational cynicism, and various other variables including demographic variables. Findings – The results indicate that several variables acted as moderators in the relationship between emotional exhaustion and organizational cynicism, and in the relationship between depersonalization and organizational cynicism. Trust in coworker, perceived fairness, and role conflict all were found to negatively influence the relationship between a burnout component and cynicism, whereas work-family conflict had a positive influence on the relationship between depersonalization and cynicism. Research limitations/implications – The limitations of this research are that the study is cross-sectional in nature, and is based on a Taiwanese sample. Future research should aim to study these variables in a longitudinal fashion and in different contexts. Practical implications – The practical implications from this study include managers being able to harness various variables (such as perceived fairness and trust in coworkers) in order to reduce cynicism. Originality/value – The value of this study is that it connects burnout and organizational cynicism together. It also uncovers several moderating variables that influence the relationship between burnout and organizational cynicism. This is also one of the first studies that have obtained a positive effect of role conflict.

Purpose – The purpose of this paper is to explore the effects of ethical climate types on two components of organizational trust, i.e. trust in supervisor and trust in organization. Design/methodology/approach – A sample of 178 managerial employees from seven hospitals in Poland was used to investigate the specific relationships between ethical climates (i.e. egoistic, benevolent, and principled) and trust in supervisor and trust in organization. Structural equation modeling was used to explore the relationship between ethical climates and the two trust components. Findings – It was found that egoistic climates were negatively associated with trust in organization and trust in supervisor, whereas benevolent climates were positively associated with trust in supervisor and trust in organization. No support was obtained for any sort of association between principled climates and either of the two trust components. Research limitations/implications – Future research should examine the role of trust as a mediating variable in the relationship between ethical climates and variables such as commitment or productivity or satisfaction. Future research should also examine different national and work contexts to test out these relationships. Practical implications – Managers and organizations should try and establish benevolent ethical climates as opposed to egoistic ones, in order to bolster levels of trust among their employees. Originality/value – The findings of this paper are unique and original because this is the first study to suggest a relationship between ethical climate types and the two trust components. The value of this study is that it provides managers and organizations with a way by which they could potentially increase levels of trust among their employees.

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