How organizational trust impacts organizational citizenship behavior: Organizational identification and employee loyalty as mediators

Abstract

Research on the influence of organizational trust (OT) on organizational citizenship behavior (OCB) of employees has been conducted for years, but the influence of internal mechanism for OT on OCB is not well studied. Based on social exchange theory and organizational identity theory, this paper explored the OT on the OCB and revealed the chain-mediating role of organizational identification (OI) and employee loyalty (EL) from both employees’ cognitive and psychological perspectives. The research employed a two-wave and multi-source strategy to conduct hypothesis validation with 305 validated questionnaires of Chinese enterprises. The results of the empirical analysis show that: (1) OT has a significant effect on OCB; (2) OI plays a mediating role between OT and OCB; (3) EL plays a mediating role between OT and OCB; and (4) OI and EL have a significant chain-mediating role between OT and OCB. The results of this study have deepened the understanding of organizational trust and have important practical implications for improving organizational citizenship behavior, organizational identification, and employee loyalty.

Clinical nursing mentors’ motivation, attitude, and practice for mentoring and factors associated with them

“…The motivation dimension comprised 8 questions, each evaluated on a five-point Likert scale ranging from strongly disagree [ 1 ] to strongly agree [ 5 ], resulting in a score range of 8–40. The attitude dimension consisted of 22 questions, evaluated on a five-point Likert scale with scores ranging from strongly disagree [ 1 ] to strongly agree [ 5 ], yielding a score range of 22–110. The practice dimension featured 11 questions, evaluated on a five-point Likert scale with response options ranging from always [ 5 ] to never [ 1 ], and scores ranging from 11 to 55.…”

“…The attitude dimension consisted of 22 questions, evaluated on a five-point Likert scale with scores ranging from strongly disagree [ 1 ] to strongly agree [ 5 ], yielding a score range of 22–110. The practice dimension featured 11 questions, evaluated on a five-point Likert scale with response options ranging from always [ 5 ] to never [ 1 ], and scores ranging from 11 to 55. Notably, three practice questions were open-ended and not assigned numerical scores.…”

“…The Psychological Needs Motivation Theory posits that individual behaviors are typically influenced by intrinsic and extrinsic motivations [ 4 ], allowing us to gain insights into how mentors’ internal needs impact their willingness to assume mentoring responsibilities. On the other hand, Social Exchange Theory asserts that an individual’s social behaviors are shaped by economic and social exchanges [ 5 ]. This theory aids in explaining the dynamics of interactions and relationships between mentors and apprentices and how these factors influence the mentor’s attitudes and behaviors.…”

Impact of corporate social responsibility on employee loyalty: Mediating role of person-organization fit and employee trust

“…They pointed out employee trust as a critical determinant of employee work commitment and organizational loyalty. Moreover, the literature revealed by Dai et al [ 51 ] concluded that trust builds strong psychological attachments and guides employee work behavior toward organizational loyalty. In the context of business sectors, empirical research confirmed the impact of employee trust on a number of positive outcomes in different corporate sectors.…”

“…For example, Helliwell and Huang [ 52 ] found that employee trust enhances job satisfaction, well-being, and innovative work behavior [ 49 ]. According to the social exchange theory, employees’ work behaviors and attitudes are influenced by the level of trust they perceive in the organization [ 51 ]. In addition, Kim and Park [ 53 ] noted that trust shapes employees’ attitudes and behaviors in the workplace.…”