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