Trust in Supervisors: The Impact of Perceived Organizational Justice and Trustworthiness

Main Article Content

Taksaporn Prateepausanont
Suthinee Rurkkhum


          The results of the literature review revealed that trust in supervisors from subordinates can positively impact an organization, including reduce an employee turnover rate problem in an organization which is one of significant problems in today’s organizations. Thus, this study examined factors affecting trust in supervisors in one organization. Specifically, these factors were perceived organizational justice and trustworthiness from employees in one big electronic organization which is under the merging process with another big electronic organization. This change definitely affected several aspects in the organization, including trust in supervisors. 
          This study collected data from 361 employees to test the impact of organizational justice and trustworthiness, and trust in supervisors by implementing an online questionnaire, and analyzed data by using multiple regression analysis. The results of the study confirmed hypotheses that perceived organizational justice and trustworthiness positively impact trust in supervisors. In other words, although the organization is facing with changes as a result of the merging process, employees who perceived organizational justice and trustworthiness from supervisors can develop trust in their supervisors, benefiting the organization. Therefore, in order to create trust in supervisors, these two factors are supposed to be considered. Discussions and recommendations are also provided.


Download data is not yet available.

Article Details

บทความวิจัย (Research Article)


Ambrose, M. L.,& Schminke, M. (2009). The role of overall justice judgments in organizational justice research: A test of mediation. Journal of Applied Psychology, 94(2), 491-500.

Aryee, S., Budhwar, P. S., & Chen, Z. X. (2002). Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, 23, 267-285.

Ballinger, G. A., & Schoorman, F. D. (2007). Individual reactions to leadership. Academy of Management Review, 32(1), 118-136.

Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.

Bobbio, A., Bellan, M., & Manganelli, A. (2012). Empowering leadership, perceived organizational support, trust, and job burnout for nurses. A study in an Italian general hospital. Health Care Management Review, 77-87.

Burke, C., Sims, D., Lazzara, E., & Salas, E. (2007). Trust in leadership: a multi-level review and integration. The Leadership Quarterly, 18, 606-632.

Butler, J. (1991). Toward understanding and measuring conditions of trust: Evolution of a condition of trust inventory. Journal of Management, 17(3), 643-663.

Chawla, A. & Kelloway, E. K. (2004). Predicting openness and commitment to change. Leadership & Organization Development Journal, 25, 485-498.

Colquitt, J. A., Scott, B. A., & Lepine, J. A. (2007). Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909–927.

Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, 386–400.

Colquitt, J., & Rodell, J. (2011). Justice, trust, and trustworthiness: a longitudinal analysis integrating three theoretical perspectives. Academy of Management Journal, 54(6), 1183-1206.

Cunningham, C. E., Woodward, C. A., Shannon, H. S. & MacIntosh, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioral correlates. Journa of Occupational and Organizational Psychology, 75, 377-392.

Davis, J. H., Schoorman, F. D., Mayer, R. C. & Tan, H. (2000). The trusted general manager and business unit performance: Empirical evidence of a competitive advantage. Strategic Management Journal, 21, 563-576.

Deconinck, J. B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees’ level of trust. Journal of Business Research, 63, 1349-1355.

Dirks, K. T. & Skarlicki, D. P. (2009). The relationship between being perceived as trustworthy by coworkers and individual performance. Journal of Management, 35(1), 136-157.

Elma, C. (2013). The predictive value of teachers’ perception of organizational justice on job satisfaction. Eurasian Journal of Educational Research, 57-75.

Fischer, R. (2013). Belonging, status, or self-protection? Examining justice motives in a three-level cultural meta-analysis of organizational justice effects. Cross-Cultural Research, 47(1), 3–41.

Frazier, M. L., Gooty, J., Little, L. M., & Nelson, D.L. (2015). Employee attachment: Implications for supervisor trustworthiness and trust. Journal of Business Psychology, 30, 373–386.

Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399–432.

Jafari, P., Shafiepourmotlagh, F., & Yarmohammadian, M. H. (2011). Designing an adjusted model of organizational justice for educational system in Esfahan City (Iran). Procedia Social and Behavioral Sciences, 15, 1696-1704.

Jeffrey, D. (2015). Trust and conflict resolution: Relationship building for learning. Procedia - Social and Behavioral Sciences, 2066-2073.

Lewicki, R. J., McAllister, D. and Bies, R. (1998), Trust and Distrust: New Relationships and Realities, Academy of Management Review, 23(3), 438-458.

Lewicki, R. J., Wiethoff, C., & Tomlinson, E. C. (2005). What is the role of trust in organizational justice? In J. Greenberg & J. A. Colquitt (Eds.). Handbook of organizational justice. Mahwah, NJ: Lawrence Erlbaum Associates.

Lewis, J. D., & Weigert, A. (1985). Trust as a social reality. Social Forces, 63, 967–985.

Lohanavakul, K., & Rurkkhum, R. (2017). The Relationship between skill mismatch on employee’s performance and intention to leave: A case study of a financial institution’s non-management employees. Journal of Management Sciences. 34(2), 81-108.

Madsen, S. R., Miller, D. & John, C. R. (2005). Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference. Human Resource Development Quarterly, 16, 213-233.

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.

Mayer, R. C., & Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84(1), 123–136.

Mayer, R. C., & Gavin, M. B. (2005). Trust in management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, 48(5), 874-888.

Mishra, J., & Morrissey, M. (2000). Trust in employee/employer relationships: A survey of West Michigan managers. Public Personal Management, 19(4), 443-461.

Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, 845-855.

Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. The International Journal of Human Resource Management, 14(1), 55-75.

Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.

NCSS Statistical Software. (2017). Stepwise regression. Retrieved April 20, 2017 from

Rafferty, A. E. & Simons, R. H. (2006). An examination of the antecedents of readiness for fine-tuning and corporate transformation changes. Journal of Business and Psychology, 20(3), 325-350.

Raya, R. P., & Panneerselvam, S. (2013). The healthy organization construct: A review and research agenda, Indian Journal of Occupational and Environmental Medicine, 17(3), 89-93.

Scholl, R., Cooper, E., & McKenna, J. (1987). Referent selection in determining equity perceptions: Differential effect on behavioral and attitudinal outcomes. Personnel Psychology, 40, 113–124.

Sekaran, U. (2003). Research methods for business: A skill building approach (2nd ed.). New York: John Wiley & Sons, Inc.

Shah, N. (2011). A study of the relationship between organizational justice and employee readiness for change. Journal of Enterprise Information Management, 24, 224-236.

Shah, N. & Irani, Z. (2012). Investigating employee attitudes and beliefs using commitment and situational predictors. Logistics Systems and Management, 11, 198–212.

Simons, T. (2002). Behavioral integrity: the perceived alignment between managers’ words and deeds as a research focus, Organization Science, 13, 18-35.

Stephen, B. (2017). The changing nature of work. Academy of Management Discoveries, 3(2), 111-115.
Tabachnick, B.G. & Fidell, L.S. (1989). Using multivariate statistics. Michigan: Harper & Row

Tan, H. H. & Tan, C. S. (2000). Toward the differentiation of trust in supervisor and trust in organization. Genetic, Social, and Psychology Monographs, 126, 241-260.

Till, R. E., & Karren, R. (2011). Organizational justice perceptions and pay level satisfaction. Journal of Managerial Psychology, 26, 42-57.

Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132-142.

Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on work performance: Effects of organizational commitment and leader - member exchange. International Journal of Manpower, 31(6), 660-677.

Yilmaz, K., & Tasdan, M. (2009). Organizational citizenship and organizational justice in Turkish primary schools. Journal of Educational Administration, 47(1), 108-126.