PREDICTING TRUST WITHIN ORGANIZATION : THE ROLE OF PERCEIVED JUSTICE IN MEDIATING THE IMPACT OF LEADER - MAMBER EXCHANGE ON TRUST IN ORGANIZATION AND SUPERVISOR
| المصدر: | المجلة العلمية للاقتصاد والتجارة |
|---|---|
| الناشر: | جامعة عين شمس - كلية التجارة |
| المؤلف الرئيسي: | Abo Almaged, Mohamed Gamal G. (AUTH.) |
| المجلد/العدد: | ع2 |
| محكمة: | نعم |
| الدولة: |
مصر |
| التاريخ الميلادي: |
2005
|
| الصفحات: | 1 - 79 |
| ISSN: |
2636-2562 |
| رقم MD: | 664488 |
| نوع المحتوى: | بحوث ومقالات |
| قواعد المعلومات: | EcoLink |
| مواضيع: | |
| رابط المحتوى: |
عدد مرات التحميل
21
| المستخلص: |
This study examines the relationship between elements of leader-member exchange relationship (LMX) and trust in organization and supervisor, with particular intention to investigate the mediating effect of procedural and interactional justice on this relationship. The study reported responses of 228 professionals from public and private organizations operating in The United Arab Emirates (UAE). Data were collected on a structured questionnaire containing standard scales of LMX, procedural justice, interactional justice, trust in organization, trust in supervisor, and specific demographic variables. A hypothesized path model based on theoretical literature was generated to represent causal relationships among the variables. Two paths were explored: (a) the relationship among LMX, procedural justice, and trust in organization, (b) the relationship among LMX interactional justice, and trust in supervisor, Hypotheses were tested through multiple regression analysis of the data involving Baron and Kenny's (1986) recommendations for testing mediation hypotheses. Regarding path 1, findings indicated a statistically significant relationship between LMX and procedural justice, and LMX and trust in organization. Surprisingly, the relationship between procedural justice and trust in organization, and the mediating effect of procedural justice on the relationship between LMX and trust in organization were non significant. With reference to path 2, findings indicated a statistically significant relationship between LMX and interactional justice, LMX and trust in supervisor, and interactional justice and trust in supervisor. The mediating effect of interactional justice on the relationship between LMX and trust in supervisor was also significant. Important practical implications and recommendations for managers and future research were presented. |
|---|---|
| ISSN: |
2636-2562 |
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