期刊
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
卷 121, 期 1, 页码 1-12出版社
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2012.11.001
关键词
Organizational justice; Fairness; Interpersonal justice; Informational justice; Trustworthiness; Benevolence; Integrity; Social exchange
Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory's assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample. Published by Elsevier Inc.
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