Organizational Trust Dimensions as Antecedents of Organizational Commitment

Abstract

This study examines different dimensions of organizational trust as antecedents of employees' organizational commitment. Quantitative survey data from a large forest company (N = 411) and a large ICT company (N = 304) in Finland were collected. A structural equation modeling was used in order to test the hypotheses. The results from both samples demonstrated that impersonal trust dimensions were positively related to organizational commitment. Whereas, interpersonal trust dimensions did not have a significant impact on employees' organizational commitment. Perceived fairness and capability of the organization's policies and practices play an important role in terms of reinforcing employees' organizational commitment. Copyright © 2016 John Wiley & Sons, Ltd.

The Effect of Trust on Acquisition Success: The Case of Israeli Start-Up M&A

“…These expectations are related to perceptions of the partner organization and its trustworthiness, while the intention to accept vulnerability can be essentially regarded as a risk-taking act [38]. Trust appears to be characteristic of successful integration efforts [4].…”

The Impact of Perceived Internal Corporate Social Responsibility on Organizational Citizenship Behavior: A Micro-Perspective Analysis

“…If the organization practices its policies with justice, the employees receive a message of trust. Organizational trust also helps in developing the psychological state which provides a feedback of employees' perception about endangering situations that the organization may face (Vanhala, Heilmann, & Salminen, 2016). Brown, Gray, McHardy, and Taylor (2015) explored the relationship of employee trust at workplace and found a positive correlation.…”

Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

“…Some of those factors can be listed as, organizational commitment (Eby et al, 2000;Weber & Weber, 2001;Vakola, Tsaousis & Nikolaou, 2003;Madsen et al, 2005;Barber, 2010;Vanhala et al, 2016), trust in peers and management (Weber & Weber, 2001;Rafferty & Simons, 2006;Oreg et al, 2011;Shah, 2014), change commitment (Herscovitch & Meyer, 2002;Soumyaja et al, 2015), job satisfaction (Goulet & Singh, 2002;Robbins, 2003;Shah, 2009;Khammarnia, Ravangard & Asadi 2014;Lizar & Mangundjaya, 2014), employee empowerment and social relationship within the organization (Hanpachern et al, 1998;Cunningham et al, 2002;Madsen et al, 2005), support from peers and management (Karasek et al, 1982), teamwork (Rodriguez et al, 2015) and relationship with superiors and peers (Eby et al, 2000;Miller et al, 2006;Barber, 2010;Shah & Shah, 2010). In this article, we focus on two factors (organizational commitment and trust in peers and management) that have been intensively studied in many developed countries, but hardly in developing countries of their impact on employee readiness.…”

“…In this article, we focus on two factors (organizational commitment and trust in peers and management) that have been intensively studied in many developed countries, but hardly in developing countries of their impact on employee readiness. Vanhala et al (2016) explains organizational commitment as employees' attitudinal commitment towards their organization whereas Madsen et al (2005) defines organizational commitment as the individuals' attitudes and perception towards the organization. As per Vakola et al (2003), organizational commitment can be described as employees' desire to make more effort on their organization and their willingness for preserving their bond with the organization.…”

“…Organizational commitment: Five items were constructed to measure organizational commitment based on the scales developed by Cook and Wall (1980) and thereafter used by Madsen et al (2005) and Vanhala et al (2016). Table 2 illustrates all the five items of the latent variable.…”