Work Engagement in the Work Place: The Role of Procedural Justice, Perceived Organizational Support and Organizational Trust
DOI:
https://doi.org/10.14738/assrj.28.1198Abstract
Employee engagement in the workplace is very important, especially for the organizational competitive advantage. Employee engagement in the workplace can be built through procedural justice, perceived organizational support and organizational trust.
This research is an explanatory research that will explain the causal relationship between variables or through hypothesis testing. The sample in this study was collected through 118 respondents. The criteria of the selected respondents were the ones that working in the production division, since production division is the core of industrial companies. The sampling technique in this study used Partial Least Square.
The results of this study supports the relationship between procedural justice and perceived organizational support with employee engagement either directly or with the mediation of organizational trust.
References
Allen, Natalie J. dan Meyer, J.P. (1990). The Measurement and Antecedent of Affective, Continuance and Normative Commitment to The Organization. Journal of Occupational Psychology, 63, 1I18.
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.
Blau, P. (1964). Exchange and Power in Social Life. New York : Wiley.
Brockner, Joel, Phyllis A., Siegel, Joseph P., Daly, and Christopher Martin. (1997). When trust matters : The moderating effect of outcome favorability. Administrative Science Quarterly 42 ( September) , 558I83
Chughtai, Aamir A. and Finian, Buckley. (2009). Linking Trust in the Principal to School Outcomes : The Mediating Role of Organizational Identification and Work Engagement. International Journal of Educational Management, 23(7), 574I589.
Coleman, V. I. danBorman, W. C. (2000). Investigating the Underlying Structure of the Citizenship Performance Domain. Human Resource Management Review, 10, 25I44.
Colquitt, J.A. (2001). On The dimensionality of Organizational Justice : a Construct Validation of a measure. Journal of Applied Psychology. 86, 386I400.
CoyleIShapiro, J., I. Kessler, dan J. Purcell. (2004). Exploring Organizationally directed Citizenship Behavior : Reciprocity or ‘it’s My Job. Journal of ManagementStudies, 41, 85I106
Eisenberger, R.,dan Rhoades, L. (2002). Perceived Supervisor Support : Contributions to Perceived Organizational Support and Employee Retention. Journal ofApplied Psychology, 87, 565–573.
Hakanen, J. J., Perhoniemi, R., &ToppinenITanner, S.(2008). Positive gain spirals at work: From job resources to work engagement, personal initiative and workIunit innovativeness. Journal of Vocational Behavior, .73(1), 78–91.
Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692I724.
Macey, W.H., Schneider, B., Barbera, K.M. and Young, S.A. (2011), Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage, WileyIBlackwell, Malden, MA.
Maslach,C. and Leiter, M.P. (1997). The Truth about Burnout : How Organizations Cause Personal Stress and What to Do about it. San Fransisco, CA : Jossey Bass.
Mayer,Roger C., James H.Davis, and F. David Schoorman. (1995). An integrative model of organizational trust. Academy of Management Review Vol. 20(3), 709I 34.
Organ, D.W., Podsakoff, P.Mdan S.B. MacKenzie, S.B. (2006). Organizational Citizenship Behavior: Its Nature, Antecedents, and Consequences, Thousand Oaks, CA : Sage.
Rich, B. L., Lepine, J. A.,and Crawford, E. R.(2010) . Job engagement : Antecedents and effects on job performance. Academy o Management Journal. 53, 617–635.
Rothbard,N.P. (2001). Enriching or Depleting ? The dynamics of engagement in work and family roles. Administrative Science Quarterly,46, 655I684
Saks, A.M. (200 ). , “Antecedents and consequences of employee engagement”, Journal of Managerial Psychology, 21(5), 600I619 Schaufeli, W.B. and Bakker.A. (2003). Utrecht Work Engagement Scale. Preliminary Manual. Occupational Health Psychology Unit, Ultrecht University
Schoorman,F. David,Roger C. Mayer, and James H. Davis. (1996) Empowerment in veterinary clinics : The role of trust in delegation. Paper presented at Society for Industrial and Organizational Psychology, San Diego.
Settoon, R. P., N. Bennet and R. C. Liden. (1996). Social Exchange in Organizations: The Differential Effects of Perceived Organizational Support and Leader Member Exchange. Journal of Applied Psychology, 81, 219I239.
Shore, L. M. dan Shore, T. H. (1995). Perceived organizational Support and Organizational Justice. In R. S. Cropanzano and K. M. Kacmar (Eds.), Organizational Politics,Justice, and Support: Managing the Social Climate of the Workplace , Westport, CT: Quorum Super, D, 149I164.
Stinglhamber, Florence, David De Cremer and LiesbethMercken.( 2006) . Perceived Support as a Mediator of The Relationship Between Justice and Trust. Group & Organization Management, 31(4), 44
Van Dyne, L., Graham, J. W. danDienesch, R. M. (1994). Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation. Academy of Management Journal. 37(4),765 I802.
Van Scotter, J. R. danMotowidlo, S. J. (1996). Evidence for Two Factors of Contextual Performance: Job Dedication and Interpersonal Facilitation. Journal of Applied Psychology, 81, 525–531.
Wayne, S. J., Shore, L. M., andLiden, R. C. (1997). Perceived Organizational Support and Leader Member Exchange: A Social Exchange Perspective. Academy of Management Journal, 40, 82I111
Williams, L. J. dan Anderson, S. E. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In Role Behaviours. Journal of Management, 17, 601I617.
Wren, Daniel A. (2005). The History of Management Thought, Fifth Edition, United States of America : John Wiley and Sons, Inc.
