The relationship between Trust in Supervisor and organizational commitment

ijcrb.webs.com

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

COPY RIGHT © 2013 Institute of Interdisciplinary Business Research 1160

APRIL 2013

VOL 4, NO 12

The relationship between Trust in Supervisor and organizational commitment

Anas Bashir.S.Elgharyani 1, Reza Asgharian 2, Mohammad Amin Borjali 3,

Masoumeh Khanmohammad 4

1PhD candidate, Faculty of Economics and Muamalat, University Sains Islam Malaysia,

2Ph.D Student, Faculty of Management and Human Resource Development (FPPSM),

University Technology Malaysia (UTM)

3Bachelor of Business Administration Management, Multimedia University,

4Master of business administration in human resource management, Limkokwing University of

Creative Technology

Abstract

This study makes an effort to link and connect trust managers to organizational commitment.

Different articles have been studied regarding organizational commitment and organizational

citizenship behavior (OCB) to fulfill this purpose.This study will suggest and come up with a

frame work that can be used in future quantitative studies.

Keywords: Trust in supervisor, Trust in organization, OCB, Organizational Commitment, Job

Satisfaction

1. Introduction

Today more than ever, companies focus their attentions on the concepts related to human

resource. In connection with the point previously mentioned, different concepts in human

resourceincluding Job Satisfaction, Organizational Citizenship Behavior and Organizational

commitment have become very significant and important. Organizational commitment is more

important compared to other concepts due to its benefit and good points like for example

diminishing turnover intention (will be discussed later).

Organizational commitment can be interpreted as stable power and strength that connects and

unites individuals to their organizations (Bentein, Vandenberghe, Vandenberghe &

Stinglhamber, 2005; Meyer & Herscovitch , 2001;Riketta,2002). In addition, Organizational

commitment can be described as one of the most frequently practiced and tested approach in the

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

organizational science literature as well (for a quantitative review , see Meyer et al., 2002). This

concept has become of interest to researchers since three-dimension model of the construct was

suggested by Allen and Meyer (1990).

Particularly, Allen and Meyer (1990) suggested that normative, affective and continuance are

the three distinct and different attitudes forming the foundation of organizational commitment.

Member of staffs' connection and emotional bond to their organization, participation in

activities and recognition with their employers can be interpreted as an affective organizational

commitment (O'Reilly & Chatman, 1986).The discerned necessity and duty to stay with some

implication of ethical obligatory to do so can also be interpreted as a normative organizational

commitment. The degree to which member of staffs feel that they are required to remain with

their managers and directors due to high cost of leaving can be interpreted as continuance

organizational commitment (McGee & Ford, 1987)

2. Literature Review

2.1. Job Satisfaction, Organizational Commitment, and OCB

The greatest numbers of researchers arrive at multidimensionality of OCB. altruism or in other

words selfless concern for well-being of others ,wishing to do what is right or in other words

conscientiousness, sportsmanship ,politeness and civic virtue are five aspects and dimensions of

OCB suggested by Organ (1988). Some scholars have classified OCB in to two groups and

kinds including behavior that is designed for organization level (OCBO) and the one that is

designed for individual level (OCBI) (Williams & Anderson, 1991). Although the majority of

researchers arrive at the multidimensionality of OCB but Dipaola and Tschannen-Moran (2001)

in two different factor analysis studies, realized that one dimension can capture and express all

dimensions of OCB in schools.

Major and key precursors of OCB have brought about a significant and large amount of

research. Established upon a review of literature about OCB, Paine and Bacharach (2000) have

recognized and established different precursors such as individual, task and organizational

aspects together with leadership behaviors. Earlier researches often focus on the first four kinds

and groups. The members of staff's viewpoint together with dispositional variables are two key

kinds and groups which have been recognized by Podsakoff et al. (2000).Meta-analysis or in

other words The procedure of synthesizing the result of a research by combining the results of

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

55 independent studies, revealed that the job attitudes of the member of staffs particularly

organizational commitment and job satisfaction can anticipate OCB more effective and

desirable than dispositional variable (Organ and Ryan ,1995). OCB and job satisfaction have

significant connection and relation with one another (Bateman & Organ ,1983;

Organ,1988;Williams &Anderson ,1991;Schappe,1998;Ngunia , Sleegers& Denssen,2006).it is

appropriate and logical to propose that job satisfaction have a positive connection and relation

with OCB.Those members of staffs who feel satisfied toward her/his jobs return the favors

through positive behavior such as OCBs." A pleasant or good emotional state caused by

evaluation of anyone's job along with experience related to job" is a common interpretation of

job satisfaction suggested by Locke (1976). Based on two-factor theory of Herzberg, scholars

have investigated job satisfaction as a global notion and concept. They also studies it based on

two aspects and dimensions containing intrinsic job which can be interpreted as the extent of

pleasure the member of staff is given and get from the job and extrinsic job satisfaction which

can be interpreted as the extent of pleasure the member of staff feel about the conditions of

work, policies and admiration (Chiu & Chen, 2005).

Organizational commitments together with job satisfaction are described as ancestors and

precursors of OCB (Schappe, 1998; Schaubroeck&Ganster, 1991; Ngunia et al., 2006). It is

believed and asserted that dedicated and devoted member of staffs are more probable to become

involved in behaviors that increase their value and help the organization. Therefore, it is

appropriate and logical to propose that there is a positive relation and connection between

organizational commitment and OCB. Organizational commitment can be interpreted as the

power of one's recognition and participation in a specific organization as described by a

powerful opinion and faith in and undertaking the objectives and values of the organization

together with a willingness to exercise significant attempt in the interest of an organization and

continue to exist member(Mowday , Steers & Porter ,1979;Angle &Perry,1981) Scholars have

also examined , defined and evaluated organizational commitment as a global as well as two

aspects notions (Angle &Perry ,1981;Ngunia et al.,2006).

In spite of claims which declare that job satisfaction and organizational commitment are the

important complementary of OCB, the nature of relation and connection between them is still

uncertain and examinations have provided opposite deduction. That is because of complicated

connection between organizational commitment and job satisfaction. Different studies proposed

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

a positive relation and connection between organizational commitment and job satisfaction

(Shin & Reyes ,1995; Shann,1988;Currivan,1999;Testa,2001).Yet, it has not become clear

whether job satisfaction is an antecedent to organizational commitment or not and if

organizational commitment has a impact on individual's extent and level of job satisfaction.A

great number of researches have examined job satisfaction as a precursor to organizational

commitment (Shin & Reyes, 1995; Mathieu, 1991; Gaertner, 1999; Testa, 2001). There is also

claims declaring that "Job satisfaction are brought about by high level of organizational

commitment" (Bateman &Strasser ,1984;Poznanski &Bline ,1997).

Organizational commitment along with job satisfaction,in forecasting OCB, has been examined

as the result and precursor variables to one another (Currivan, 1999; Van Scotter, 2000; Ngunia

et al., 2006). In spite of common view in the literature about the relation between job

satisfaction and organizational commitment that believe the first one is an antecedent to the

second and idea of great number of researchers which examined and concluded that OCB is the

result of job satisfaction (Van Scotter, 2000; Ngunia et al., 2006), the casual relation and

direction of these two is still unknown and uncertain.

Moreover, according to Zeinabadi (2010), the interest and concerns for modeling the precursors

of OCB is growing.The main aim and objective of this research was to study the casual

relationship and to propose a model for forecasting teachers' OCB by examining and contrasting

36 different models. Global organizational commitment together with its two dimension

including commitment to stay and value commitment were examined throughemploying

structural equation modeling in 18 models.

2.2. Trust in Organization and trust in Supervision

Almost all employees are inclined to feel for and empathize with individuals instead of the

organizations immediately (Hui, Lee&Rousseau, 2004).In the work place, Managers are in

charge of managing and administering the daily responsibilities of their juniors and assistants,

executing the strategies and policies of the organization and help their assistants to reach and

accomplish the objective and aims of the organization. Therefore, the mutual action of managers

and assistants is inclined to be regular and straight. In almost all countries, it is very common

for assistants and junior to regard their managers and assistants as a member of "management

level" and "representatives" of the organization (Wong et al., 2003). As managers make contacts

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

pertaining to relations with their member of staffs and realizing their perception of an

organization's duty, member of staff's trust in organization will be more if they also put their

trust in managers (Whitener, 1997).

2.3. Trust in organization and OCB

OCB can be interpreted and become functional in different ways (Graham, 1991; Organ, 1988).

It deals with behavior related to work that is more than enough and is controlled by

organizational policy and the job responsibilities and description of individuals .OCB typically

cover and consist of" giving additional assist to fellow worker, offer to do particular work

activities voluntarily, caring for colleagues and customers, be on time and offer a suggestion

when problems occur" (Meyer and Allen, 1997).Different cultures may have different

interpretation and definition of OCB. A Chinese OCB system of measurement was proposed

and developed by FarhEarley and Lin (1997). On top of three western aspects of empathy and

unity with the company including altruism or in other words selfless concern for the well-being

of coworkers, desire to do what is right or in other words conscientiousness and the existence of

interpersonal agreement and harmony, saving the resources of the company from harm is also

covered in their system of measurement to show and send back the cultural origin of countries

in the practice of giving the group priority over each individual in it.

Former studies have investigated and studied the relation and connection between OCB and

trust in organization ( Konovsky&Pugh,1994; Podsakoff, MacKenzie, Moorman & Fetter,

1990).trust can be interpreted as the sign and reflection of social exchange (Konovsky and

Pugh,1994). Social exchange makes reference to relations and connections that require and

necessitate uncertain future responsibilities and bring about the expectancy of some future gain

and profit for grant (Blau, 1964).Social exchange explains and gives reasons for OCB through

encoring member of staff to act and behave in ways that are not allowed and made mandatory

by their employers exactly (Rousseau & Parks, 1993).According to Organ (1990), social

exchange is required and essential for OCB; in view of the fact that mutual trust is the basis of

social exchange relation and connection confirm that OCB will do the same and return the favor

in the long run (Menguc,2000;Organ,1990).By applying meta-analysis , Drinks and Ferrin

(2002) declared that there is a positive relation and connection between trust and altruism or in

other words selfless concern for others , desire to do what is right or conscientiousness, civic

virtue, politeness and sportsmanship. Without regard to the kind of organization in which

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

employees work and function, it is supposed that those members of staffs, who trust their

organization very much, show more OCB.

2.4. Trust in Supervisor and OCB

According to Delgua (1994), trust building behavior of the managers has a close relationship

with OCB of employees. It has been asserted that employees show greater OCB when common

social exchange make the development of mutual trust among managers and assistants possible

and easier (Konovsky& Pugh, 1994; Organ, 1990). Moreover, according to Wong et al. (2003),

there is a positive relation and connection between trust in manager and OCB in the Chinese

setting. Based on the future-oriented culture of joint venture (JV) firms, Managers are expected

to have more future perspective and viewpoints in the joint venture companies (JV) (Ashkanasy

et al., 2004). Therefore, they are more ready and eager to dedicate time and attempt to set up

long-term relation and connection as well as keep common interaction with their juniors and

assistants.

2.5. Related Research

Schwepkwr (2001) propose a new frame work, in an interesting study, that concentrated on the

relation and connection between organizational commitment, job satisfaction, turnover intention

and ethical climate. To evaluate and measure any kind of relations, he examined this frame

work in 33 American companies with salespersons of the companies as the main aims and

objective of the study (See Figure 1).

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

Figure 1:Schwepker (2001)

Moreover, the following framework (Figure 2) was examined and tested by Wong et al. (2006)

in some Chinese state-owned and joint ventures (JV) companies. Their research emphasized the

relation and connection between perceived organizational justice, trust and OCB.

Manafi (2012) proposed an interesting framework that links HR practices and leadership style

to turnover intention through OCB for healthcare industry of Iran.

Ethical

climate

Job

Satisfaction

Organizational

Commitment

Turnover

Intention

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

Figure 2: Wong et al. 2006

3. Proposed Framework

Based on the above discussions and former researches, this study propose a new framework that

any relation and link is supported by well known researcher's study.

Figure 3: Proposed Framework

4. Conclusion

OCB can be interpreted as one of most interesting notions and concepts in Human Resource

Management. Former researches by well known researchers like for example Organ (1990),

Currivan (1999), Van Scotter (2000) and Ngunia et al., (2006) revealed that there is a relation

and connection between OCB, job satisfaction and organizational commitment. Moreover, other

scholars like for example Wong wt al. (2006) connected trust to OCB that made OCB to be used

as a link or bridge. In connection with the point previously mentioned, this study made an effort

to connect trust to organizational commitment through OCB.

Trust in

Organization

Job

Satisfaction

OCB

Trust in

supervisor

Organizational

Commitment

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

References

Ashkanasy, N., Gupta, V., Mayfield, M. S., & Trevor-Roberts, E.(2004). Future orientation. In

R. J. House, P. J. Hanges, M.Javidan, P. W. Dorfman, & V. Gupta (Eds.), Culture,

leadership,and organizations: The GLOBE study of 62 societies (pp. 282–342). Thousand Oaks,

CA: Sage.

Anderson, J. C., &Gerbing, D. W. (1988). Structural equation modeling in practice: A review

and recommended two-step approach.Psychological Bulletin, 103, 411-423.

Angle, H. L., & Perry, J. L. (1981).An empirical assessment of organizational commitment and

organizational effectiveness. Administrative Science Quarterly, 26(1), 1-14.

Bagozzi, R. P. (1992). The self regulation on attitutes, intentions, and

behavior.SocialPscchology Quarterly. 55(2), 178-204.

Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship

between affect and employee citizenship. Academy of Management Journal, 26, 587-595.

Bateman, T. S., &Strasser, S. (1984). A Longitudinal Investigation of the Antecedents of

Organizational Commitment.Academy of managementJournal, 27, 95-112.

Bentein, K., Vanderberghe, R., Vanderberghe, C., Stinglhamber, F. (2005), The Role of Change

in the Relationship between Commitment and Turnover: A Latent Growth Modeling Approach,

Journal of Applied Psychology, vol. 90, pp. 468-482.

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

Chiu, S. F., & Chen, H. L. (2005). Relation between job characteristics and Organizational

Citizenship Behavior: The mediating role of job satisfaction. Social behavior and personality,

36(6), 523-540.

Currivan, D. B. (1999).The causal order of job satisfaction and organizational commitment in

models of employee turnover. Human Resource Management Review, 9(4), 495-524.

Deluga, R. J. (1994). Supervisor trust building, leader–memberexchange and organizational

citizenship behaviour. Journal ofOccupational and Organizational Psychology, 67: 315–326.

Dirks, K. T., &Ferrin, D. L. (2002). Trust in leadership: Meta-analyticfindings and implications

for research and practice. Journal ofApplied Psychology, 87(4): 611–628.

DiPaola, M., & Hoy, W. K. (2004).Organizational citizenship of faculty and achievement of

high school students. The High School Journal, 88,16-45. HassanrezaZeinabadi / Procedia

Social and Behavioral Sciences 5 (2010) 998–1003 1003

DiPaola, M. F., &Tschannen-Moran, M. (2001).Organizational citizenship behavior in schools

and its relationship to school climate. Journal of School Leadership, 11, 424-447.

DiPaola, M. F., Tarter, J. C., & Hoy, W. K. (2004).Measuring Organizational Citizenship in

Schools: The OCB Scale.Information Age Publishing, Charlotte, NC.

Farh, J. L., Earley, P. C., & Lin, S. C. (1997). Impetus for action: Acultural analysis of justice

and organizational citizenship behaviorin Chinese society. Administrative Science Quarterly,

42: 421–444.

Fisher, C. (1980).On the dubious wisdom of expecting job satisfaction to correlate with

performance. Academy of Management Review,5(4), 607-12.

Gaertner, S. (1999).Structural determinants of job satisfaction and organizational commitment

in turnover models. Human Resource Management Review, 9 (4), 479-493.

Graham, J. (1991).An essay on organizational citizenship behavior.Employee Responsibilities

and Rights Journal, 4: 249–270.

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

Hall, R. J., Snell, A. F., & Foust, M. S. (1999). Item parceling strategies in SEM: Investigating

the subtle effects of unmodeled secondary constructs. Organizational Research Methods, 2(3),

233-256.

Hui, C., Lee, C., & Rousseau, D. M. (2004a). Employment relationshipsin China: Do workers

relate to the organization or to people?Organization Studies, 15(2): 232–240.

Hui, C., Rousseau, D. M., & Lee, C. (2004b). Psychological contractand organizational

citizenship behavior in China: Investigatinggeneralizability and instrumentality. Journal of

Applied Psychology,89(2): 311–321.

Jöreskog, K. G., &Sörbom, D. (1989). LISREL 7: A guide to the program and applications.

(2nd ed.). SPSS, Chicago, IL.

Katz, D. (1964). The motivational basis of organizational behavior. Behavior Science, 9, 131-

133.

Konovsky, M. A. (2000). Understanding procedural justice and itsimpact on business

organizations. Journal of Management, 26:489–511.

Konovsky, M. A., & Pugh, S. D. (1994).Citizenship behavior andsocial exchange. Academy of

Management Journal, 37: 656–669.

Locke, E. A. (1976). The nature and causes of job satisfaction.In M. D. Dunnette (Ed.),

Handbook of industrial and organizational psychology(pp. 1293-1349). Chicago: Rand

McNally.

Manafi, M. (2012). The effect of HR Practices and Leadership style on Turnover Intention in

Healthcare industry of Iran. International Journal of Innovative Ideas,12(3).

Mathieu, J. L. (1991). A cross-level nonrecursive model of the antecedents of organizational

commitment and job satisfaction. Journal of Applied Psychology, 76, 607-618.

Menguc, B. (2000). An empirical investigation of a social exchangemodel of organizational

citizenship behaviors across two salessituations: A Turkish case. Journal of Personal Selling and

SalesManagement, 20(4): 205–214.

Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace:Theory, research, and

application. Newbury Park, CA: Sagepublications.

Meyer, J. P., &Herscovitch, L. (2001). Commitment in the workplace: Toward a general model.

Human Resource Management Review, 11, 299−326.

Meyer, J. P., Stanley, D. J., Herscovitch, L., &Topolnytsky, L. (2002). Affective, continuance,

and normative commitment to the organization: A meta-analysis ofantecedents, correlates, and

consequences. Journal of Vocational Behavior, 61, 20−52.

Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational

commitment, Journal of Vocational Behaviour, 14(2),224-247.

Ngunia, S., Sleegers, P., &Denessen, E. (2006). Transformational and Transactional Leadership

Effects on Teachers’ Job Satisfaction, Organizational Commitment, and Organizational

Citizenship Behavior in Primary Schools: The Tanzanian case. School Effectiveness and School

Improvement, 17(2), 145-177.

O'Reilly, C. A., & Chatman, J. (1986). Organizational commitment and psychological

attachment: The effects of compliance, identification and internalization onprosocial behavior.

The Journal of Applied Psychology, 71, 492−499.

Organ, D. W. (1990).The motivational basis of organizational citizenship behavior. Research in

Organizational Behavior, 12, 43-72.

Organ, D. W., & Ryan, K. (1995).A meta-analytic review of attitudinal and dispositional

predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802.

ijcrb.webs.com



APRIL 2013

VOL 4, NO 12

Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome.

Lexington Books, Lexington, MA.

Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bacharach, D. G. (2000). Organizational

citizenship behaviors: a critical review of the theoretical and empirical literature and

suggestions for future research. Journal of Management, 26, 513-63.

Poznanski, P. J., &Bline, D. M. (1997).Using structural equation modeling to investigate the

causal ordering of job satisfaction and organizational commitment among staff accountants.

Behavioral Research in Accounting, 19, 154-165.

Riketta, M. (2002). Attitudinal organizational commitment and job performance: A meta-

analysis. Journal of Organizational Behavior, 23, 257−266.

Rousseau, D. M., & Parks, J. M. (1993).The contracts of individualsand organizations. In Staw,

B. M., & Cummings, L. L. Eds.Research in organizational behavior. vol. 15 (pp.1–43).

Greenwich,CT: JAI Press.

Schappe, P. (1998). The influence of job satisfaction, organizational commitment, and fairness

perceptions on organizational citizenshipbehavior. The Journal of Psychology, 132(3), 277-290.

Schaubroeck, J., &Ganster, D. C. (1991). Beyond the call to duty: A field study of extra-role

behavior in voluntary organizations. HumanRelations, 44, 569-582.

Schnake, M., Cochran, D., &Dumler, M. (1995). Encouraging organizational citizenship: The

effects of job satisfaction, perceived equity andleadership. Journal of Managerial Issues, 7(2),

209-221.

Schwepker, C. H. J. (2001). Ethical climate's relationship to job satisfaction,organizational

commitment and turnover in the sales force. Journal of Business Research, 54(1), 39-52.

Shann, M. H. (1998). Professional commitment and satisfaction among teachers in urban middle

schools.Journal of Educational Research. 92(2), 67-74.

Shin, H. S., & Reyes, P. (1995). Teacher Commitment and Job Satisfaction: A Causal Analysis.

Journal of School Leadership, 5(1), 22-39.

Testa, M. R. (2001).Organizational Commitment, Job Satisfaction and effort in the Service

Environment. The Journal of Psychology, 135(2),226-236.

Van Scotter, J. R. (2000). Relationships of task performance and contextual performance with

turnover, job satisfaction, and affective commitment. Human Resource Management Review,

10(1), 79-95.

Weiss, D. J., Dawis, R. V., England, G. W., &Lofquist, L. H. (1967). Manual for the Minnesota

Satisfaction Questionnaire. Minneapolis:University of Minnesota.

Whitener, E. M. (1997).The impact of human resource activitieson employee trust. Human

Resource Management Review, 7:389–404.

Williams, L. J., & Anderson, S. E. (1991).Job satisfaction and organizational commitment as

predictors of organizational citizenship and in-rolebehavior. Journal of Management, 17, 601-

617.

Wong, Y. T., Ngo, H. Y., & Wong, C. S. (2003).Antecedents andoutcomes of employees’ trust

in Chinese joint ventures. AsiaPacific Journal of Management, 20(4): 481–499.

Wong, Y. T., Ngo, H. Y., & Wong, C. S. (2006).Perceived organizational justice, trust, and

OCB: A study ofChinese workers in joint ventures and state-owned enterprises. Journal of

World Business 41: 344–355

The relationship between Trust in Supervisor and organizational commitment

Documents

Transcript of The relationship between Trust in Supervisor and organizational commitment