Supervisory procedural justice effects: The mediating roles of cognitive and affective trust

Impact of Organizational Justice and Psychological Empowerment on Perceived Organizational Performance: The Mediating Role of Organizational Citizenship Behaviour

“…Organizational justice means that staff perceive that organizational behaviours are fair [13]. Based on previous research by different researchers and scholars, it has been found that there are three forms of organizational justice: distributive, procedural, and interactional justice [14] [15]. Distributive justice is a term that tells about the perceived justice from the consequences people receive as described by Mcdowal & Fletcher.…”

The Influence of Trust on Knowledge Donating and Collecting: An Examination of Malaysian Universities

“…These two components of affect-based trust and cognition-based trust have been widely use in organisational studies (McAllister, 1995;Yang, Mossholder, & Peng, 2009). Affective component evaluates the emotional content of trust which ties the relationship between employees (McAllister, 1995).…”

The mediating role of trust between expatriate procedural justice and employee outcomes in Chinese hotel industry

“…Past studies based on social exchange theory (Blau, 1964) have found evidence of a positive relationship between trust and job outcomes (e.g., Dirks and Ferrin, 2002) and between perceived justice and trust (e.g., Colquitt et al, 2001). Other studies suggest that trust plays a mediatory role between justice and job outcomes (e.g., Aryee et al, 2002;Yang et al, 2009). In their meta-analysis of the concept of trust, Dirks and Ferrin (2002) argue that differences between cognitive and affective trust merit further research, as each may be more salient to particular exchange processes and may have a potentially greater impact on certain outcomes than the other.…”

“…Their conduct can promote positive attitudes and behaviors among workers which can, in turn, benefit the supervisor and, ultimately, the organization as a whole (Bass, 1990;Yukl, 2002). Moreover, the fair treatment of workers has been found to lead to positive exchanges between employees and supervisors (Colquitt et al, 2001;Konovsky and Pugh, 1994;Whitener et al, 1998;Yang et al, 2009). Nonetheless, the question remains of the extent to which supervisory justice can impact workplace outcomes, in terms of both behavior and attitude.…”