The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour : a test of three competing models

Document Type

Journal article

Source Publication

International Journal of Human Resource Management

Publication Date

1-1-2012

Volume

23

Issue

2

First Page

278

Last Page

293

Publisher

Routledge

Keywords

Chinese employees, joint ventures, organisational citizenship behaviour, organisational justice, perceived organisational support, trust in organisation

Abstract

This study examines the relationships between organisational justice, perceived organisational support (POS), trust in organisation and organisational citizenship behaviour (OCB) by proposing and testing three competing models. The baseline model links POS to distributive justice as its antecedent, and trust in organisation to procedural justice as its antecedent, while OCB is considered the outcome of POS and trust in organisation. Two alternative models are developed to test the effect of distributive justice on trust in organisation, and that of procedural justice on POS. Several hypotheses are derived from these competing models, and tested with a data set consists of 247 employees in three joint ventures in Guangdong Province of China. The results of LISREL show that the baseline model is better supported than the other two models. Specifically, we find that distributive justice affects POS and procedural justice affects trust in organisation. POS has a significant positive effect on trust in organisation and OCB.

DOI

10.1080/09585192.2011.610966

Print ISSN

09585192

E-ISSN

14664399

Publisher Statement

Copyright © 2012 Taylor & Francis

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Language

English

Recommended Citation

Wong, Y. T., Wong, C. S., & Ngo Hang Yue. (2012). The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: A test of three competing models. The International Journal of Human Resource Management, 23(2), 278-293. doi: 10.1080/09585192.2011.610966

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