Abstract
This study examined the moderating effect of organisational culture (OC) moderation on the relationship between interpersonal trust (IT; trust in management and trust in peers) and employees’ affective commitment (AC). Participants were 295 employees of non-governmental organisations (NGOs) in Ghana (female = 42%; age range = 18–55). The employees completed the measures of IT, OC, AC, and employee performance. Moderation analysis of the data utilising structural equation modelling revealed that OC completely moderated the relationship between trust in management and trust in peers on AC. However, the moderation impact was found to be higher with trust in management than trust in peers. Moreover, AC completely mediated between trust in management and employee performance, and between trust in peers and employee performance. These findings highlight the importance for human resource managers of NGOs to incorporate and leverage on organisational culture as a key determinant resource for employees’ trust relationships, AC and performance goals.
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