The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes

Background: Organizational justice, trust and identification deals with the academic staff’ perception of fairness, rewards, relation and participating in a decision-making process that strengthening employees to provide large effort above the expectations of official role as organizational citizenship. It is individual behaviors, which are helpfulness, well-meaning and cooperation among faculty members and avoid undesirable acts to improve the skills of academic staff. Aim Identify the relationship of organizational justice, trust, and identification with academic staff` citizenship behavior. Design: Descriptive correlation was utilized. Setting: Faculty of nursing- Mansoura University. Subjects: all nursing academic staff at nursing faculty during the academic year 2017-2018 and not have managerial position (160). Tools: Four tools were used: organizational justice scale, organizational trust scale, Organizational Identification Questionnaire and Organizational Citizenship Behavior Questionnaire. Result: High percent 43.8%, 61.9% & 80% of academic staff had high level of organizational trust, identification and citizenship behavior respectively, while (47.5%) of them had moderate level of organizational justice. Academic staff had high level of organizational citizenship behavior were high feeling of justice, trust and identification. Statistically significant correlations were found between organizational citizenship behavior with organizational justice, trust and identification. Conclusion: Organizational justice, trust and identification are significant for academic staff citizenship behaviors. Correlation was found between Organizational citizenship behaviors with organizational justice, trust and identification. Recommendation: The efforts of improve academic staff’s perceived organizational justice, trust and identification should be exerted by Faculty management through: provides equal chance for academic staff to participate in the process of decision making.

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy. Practitioner points Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

This study examines the relationships between organisational justice, perceived organisational support (POS), trust in organisation and organisational citizenship behaviour (OCB) by proposing and testing three competing models. The baseline model links POS to distributive justice as its antecedent, and trust in organisation to procedural justice as its antecedent, while OCB is considered the outcome of POS and trust in organisation. Two alternative models are developed to test the effect of distributive justice on trust in organisation, and that of procedural justice on POS. Several hypotheses are derived from these competing models, and tested with a data set consists of 247 employees in three joint ventures in Guangdong Province of China. The results of LISREL show that the baseline model is better supported than the other two models. Specifically, we find that distributive justice affects POS and procedural justice affects trust in organisation. POS has a significant positive effect on trust in organisation and OCB.

This research set aims to discover the relation between organizational trust andorganizational citizenship behavior at Pusat Pendidikan dan Pelatihan Bea dan CukaiEast Jakarta. The research variable is organizational trust as independent variabel (X)and OCB as dependent variable (Y). The method used in this research is a survey method.To collect the data from respondent researcher use an instrument for both variableorganizational trust and OCB.Data analyzing techniques to test the hypothesis using product moment. Beforeusing the product moment researcher has to test the requirement test that cover normalitytest and liniearity test. From the result of hypothesis test for significance correlationresearcher obtain Tscore > Ttable, Tscore = 31,78 and Ttable = 1,995. From the scorewe can conclude that the hypothesis being submitted is accepted and the nil hypothesis isrejected.From the result of the research can be concluded there is a positive relationbetween organizational trust and organizational citizenship behavior of employee atPusat Pendidikan dan Pelatihan Bea dan Cukai East Jakarta. The result also sow thecontribution of organizational trust for OCB is 93,61%. From the score can be describedthat the organizational trust giving a big amount of contribution for the enhancement ofemployee OCB. However to give the positive influence on OCB employee requiredanother factor and not just organizational trust but also another factor that couldincrease the influence of OCB.

The study is aimed at exploring the impact of Organizational justice, Organization Trust and Job Satisfaction on Organization Citizenship Behavior. Further, the mediating role of Organizational Commitment between these variables is also explained. A theoretical grounded conceptual model is developed to organize a mechanism through Organizational justice, Organization Trust and Job Satisfaction impact on OCB with the mediation of Organization Commitment. With the help of this model 4 hypotheses were developed. To test the hypothesized relationship multiple statistical analyses were conducted through SPSS. These hypotheses were tested with the help of data collected through survey questionnaires that were filled from 250 employees of Banks operating in Pakistan. Theory, and the data collected from employees verified the proposed hypotheses and suggested that the underlying practices have a significant positive impact on employees’ Organization Citizenship Behavior.

Objective : This study aims to develop a loyalty model for operational staff in vehicle handling terminal companies by analyzing the impact of Employee Engagement, Organizational Citizenship Behavior (OCB), Trust, and Job Satisfaction on employee loyalty in two Vehicle Handling Terminal Companies in DKI Jakarta and Subang, West Java.Methodology : The research uses a quantitative approach with descriptive and inferential statistics. Focus Group Discussions with experts validate the findings, involving a population of 87 operational staff members. Data is analyzed using the Partial Least Square-Structural Equation Model (PLS-SEM).Research results : Descriptive statistics reveal that operational staff's perceptions of employee loyalty are satisfactory but need improvement. Regarding causality, Employee Engagement has a positive and significant impact on employee loyalty. Organizational Citizenship Behavior (OCB) has a negative and significant effect on employee loyalty. Employee organizational trust significantly influences employee loyalty, while job satisfaction has a positive and significant impact on loyalty.The novelty of this research lies in explaining the loyalty model for operational staff in vehicle handling terminal companies through Employee Engagement, OCB, Organizational trust, and job satisfaction, with Employee Engagement being the dominant factor. Job satisfaction is explained by OCB and Organizational trust, but it does not mediate the relationship between Employee Engagement, OCB, Organizational trust, and employee loyalty

Background and objective: Individuals, who work in an organization where there is a high level of trust, perceive themselves as an important and valued part of this organization. With more enthusiasm, they come to work and are happier with their jobs. Thus, staff nurses’ organizational trust, which forms the basis of intra-organizational relationships, can affect their performance and help them to demonstrate organizational citizenship behaviors. The aim of this study was to assess organizational trust and organizational citizenship behaviors from staff nurses’ perspective. Also, to investigate the relationship between organizational trust and organizational citizenship behaviors at Alexandria Main University Hospital.Methods: A descriptive correlational design was utilized with convenient sample of staff nurses (n = 352) including staff nurses who works in units of medical care (n = 90), in units of surgical care (n = 120), and in critical care units (n = 142). Two tools were used to measure the study variables: Tool I: Organizational Trust Inventory (OTI). Tool II: Organizational Citizenship Behavior Scale (OCBS).Results: The highest mean score of organizational trust was related to trust in managers, while, the lowest mean score was related to trust in organization. The highest mean score of organizational citizenship behaviors was related to conscientiousness, while the lowest mean score was related to sportsmanship.Conclusions and recommendations: Staff nurses perceived high organizational trust and moderate organizational citizenship behaviors. There is a strong positive high significant correlation between overall organizational trust and overall organizational citizenship behaviors as perceived by staff nurses. Continuous periodic training programs should be given for staff nurses in different healthcare units, to increase their awareness about organizational trust and how to demonstrate organizational citizenship behaviors.

Introduction: Justice has been recognized as the pivot of different organizational research, that the designation of the causal pattern involving the most important variables associated with it was the main objective of the present study. Materials and Methods: This was a descriptive-survey study. The statistical population consisted of all nurses of Imam Khomeini hospital in Urmia (n= 420), of which 201 nurses were selected by using Morgan’s table and by random sampling method. The instruments included questionnaires of organizational justice, organizational commitment, organizational trust, job satisfaction, and Organizational Citizenship Behavior whose reliability and validity were confirmed. The structural equations model method was used to analyze the data. Results:The results showed there was a positive and significant relationship between justice perception with organizational commitment, organizational trust, and job satisfaction. In addition, the mediating role of organizational commitment and trust was acknowledged in the relationship between justice and citizenship behavior in the model; however, the mediating role of satisfaction was not fitted in the relationship between justice and citizenship. Conclusion: According the research results that there was a positive and significant relationship between perception of justice with organizational commitment, organizational trust, and job satisfaction, paying attention to organizational justice for improving the staff’s organizational citizenship behavior is critical and indicates the distinct position of this variable in improving all attitudinal and behavioral variables and consequently in the hospital employees’ performance.

Objective - The COVID-19 epidemic has significantly impacted organisational citizenship behaviour (OCB) among Malaysian industrial employees. This study investigates the influence of perceived organisational support (POS) on OCB using job insecurity and organisational trust as mediators. Methodology/Technique - Adopt the cross-sectional design with the aid of a questionnaire to collect data from 189 selected employees of manufacturing industries in Malaysia. The PLS-SEM technique is used in this study to test the proposed hypotheses. Findings – The results show that POS directly impacts OCB, and this relationship is also strongly mediated by job insecurity and organizational trust. The manufacturing industries are growing stable on a good workplace climate, including decreasing job insecurity and increasing organizational trust. Moreover, the prior study concentrated on good OCB behavioural results. However, there are also detrimental behavioural consequences that may be impacted by POS, such as unproductive behaviour; therefore, the current research focuses on new variables as mediators, such as job insecurity and organizational trust to fill the research gap. Novelty - Therefore, Organisational trust and job insecurity further mediate the relationship between POS and OCB. Thus, this paper finds an answer to human resource management (HRM) practices, explaining how POS influences organisational trust and job insecurity towards OCB. The study can help management better understand the importance of OCB in introducing and implementing POS through the improvement of organisational trust and job insecurity in the organisation. Implications and future research directions are discussed. Type of Paper: Empirical JEL Classification: D2, E24. Keywords: Perceived Organizational Support (POS); Organizational Citizenship Behaviour (OCB): Job Insecurity (JI); Organizational Trust (OT); Manufacturing Industry; Malaysia Reference to this paper should be made as follows: Hong, L; Zainal, S.R.M; Miaoling, Z. (2023). Perceived Organizational Support, Job Insecurity, Organizational Trust toward Organizational Citizenship Behaviour in manufacturing industries of Malaysia, J. Mgt. Mkt. Review, 8(1), 01 – 08. https://doi.org/10.35609/jmmr.2023.8.1(1)

This study examines the relationships between perceived organisational support (POS), organisational citizenship behaviour (OCB) and organisational trust; and organisational trust with OCB and turnover intentions; and OCB with turnover intentions. The population under study was all experts from National Iranian Drilling Company among whom 158 questionnaires were distributed. Finally, 140 questionnaires were analysed. The methodology used in this study was correlation using structural equation model. Results showed that there is a negative significant relationship between POS, OCB and organisational trust and turnover intention. There is a positive significant relationship between POS, OCB and organisational trust. There is also a positive significant relationship between OCB and organisational trust. The indirect effect of organisational support is negative and significant on turnover intention. Since this effect is through organisational trust on turnover intention, the meditating role of organisational trust is supported in relation to the POS and turnover intention and also to the POS and OCB; the meditating role of OCB is supported in relation to organisational trust and turnover intention. Indirect effect of organisational socialisation is significant on cognitive empowerment. The results of PLS showed that the baseline model is supported.

W histleblowing as a means of deterring fraud has gained more acceptance in the last ten years. For example, the Sarbanes Oxley Act of 2002 requires publicly traded companies to have a confidential whistleblowing mechanism in place. More recently, during the aftermath of the Madoff scandal, the SEC established a whistleblower hotline. Additionally, the Dodd-Frank Act of 2010 adds retaliation protections for those individuals reporting fraud to the SEC. Organizations are best served by whistleblowing when fraud is reported internally (Miceli, Near, Rehg, and Van Scotter 2012). When fraud is reported internally, a company has the ability to rectify the situation without a loss of reputation. The academic literature is supportive of whistleblowing as improving corporate governance (Bowen, Call, and Rajgopal 2010). The literature has also offered suggestions on how to make the internal whistleblowing process more amenable to employees. Seifert, Sweeney, Joireman, and Thornton (2010) suggest that fair processes provided by organizational justice encourage employees to come forward. However, while Seifert et al. (2010) find that improved organizational justice increases the likelihood of whistleblowing, the literature has not fully explored the specific mechanisms connecting these two constructs. We extend the findings of Seifert et al. (2010) by examining whether trust provides a mechanism connecting organizational justice to the likelihood of whistleblowing. We hypothesize and find that supervisor trust and organizational trust mediate the relationship between organizational justice and the likelihood of whistleblowing, using some additional data and much of the same data examined in Seifert et al. (2010).

This study examines the relationships between perceived organisational support (POS), organisational citizenship behaviour (OCB) and organisational trust; and organisational trust with OCB and turnover intentions; and OCB with turnover intentions. The population under study was all experts from National Iranian Drilling Company among whom 158 questionnaires were distributed. Finally, 140 questionnaires were analysed. The methodology used in this study was correlation using structural equation model. Results showed that there is a negative significant relationship between POS, OCB and organisational trust and turnover intention. There is a positive significant relationship between POS, OCB and organisational trust. There is also a positive significant relationship between OCB and organisational trust. The indirect effect of organisational support is negative and significant on turnover intention. Since this effect is through organisational trust on turnover intention, the meditating role of organisational trust is supported in relation to the POS and turnover intention and also to the POS and OCB; the meditating role of OCB is supported in relation to organisational trust and turnover intention. Indirect effect of organisational socialisation is significant on cognitive empowerment. The results of PLS showed that the baseline model is supported.

AIMThis study was conducted to determine the relationship between nurses’ organizational citizenship behavior organizational citizenship behavior and organizational trust and job satisfaction.METHODThis descriptive study was carried out in March and April 2014 among 429 nurses working in a private hospital which had an International Joint Commission International Accreditation Certificate. “A Descriptive Information Form”, “Organizational Citizenship Behavior Scale”, “Organizational Trust Inventory” and “Minnesota Job Satisfaction Scale” were used in data collection. The required permissions and approvals were obtained from the authors of the scales, the ethics committee and the institution. Frequency, percentage, Pearson Correlation and multiple regression analysis were used in the analysis of the data.RESULTSIn this study, it was determined that organizational citizenship behavior levels of nurses were high (M=5.45±0.59). It was determined that the nurses demonstrated the highest organizational citizenship behavior with regard to conscientiousness (M=6.10±0.56), and they demonstrated the lowest organizational citizenship behavior with regard to courtesy (M= 4.54±0.69). It was determined that organizational citizenship behavior had a significant positive relationship with organizational trust and job satisfaction (p<0.001). According to the regression analysis, it was determined that organizational trust was explained with 13.5% of the nurses’ organizational citizenship behavior levels while job satisfaction was related to 80.9% of the nurses’ organizational citizenship behavior levels.CONCLUSIONAs a result of this study, it was found that organizational trust and job satisfaction influenced organizational citizenship behavior. Nursing managers should encourage improvements and make plans to teach nurses behaviors beyond those normally expected.

Organizational Citizenship Behavior and Career Outcomes

PurposeThe purpose of this paper is to clarify the effect of communication satisfaction (CS) on employees’ organizational citizenship behaviors (OCBs), considering the role of organizational trust as a mediating variable within the Iranian cultural context.Design/methodology/approachThis paper builds a conceptual model, based on literature review, to illustrate the effect of communication satisfaction on employees’ OCBs within the Iranian national context. Out of 194 questionnaires distributed among the employees of Iranian Water Resources Management Company, one of the well‐recognized companies in the Iranian water industry, 173 filled in the questionnaires completely.FindingsThe paper addresses the main components forming communication satisfaction, organizational trust and OCBs referring to the role of Iranian cultural dimensions. The result of analyzing the research model by using structural equation modeling (SEM) technique shows that communication satisfaction has a positive effect on organizational trust. It also depicts that organizational trust has a positive effect on OCBs and organizational trust plays a mediating role in the relationship between communication satisfaction and OCBs in an Iranian organization.Originality/valueThe authors developed a new conceptual model based on the literature review and field research to present novel insights into the role of in‐group collectivism, institutional collectivism, human orientation and high‐low cultural context as important cultural dimensions in the study of communication satisfaction, organizational trust and OCBs.