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Job security and justice: predicting
employees' trust in Chinese
international joint ventures
Yui-Tim Wong
a
a
Department of Management , Lingnan University , Hong Kong ,
P.R. China
Published online: 06 Aug 2012.
To cite this article: Yui-Tim Wong (2012) Job security and justice: predicting employees' trust in
Chinese international joint ventures, The International Journal of Human Resource Management,
23:19, 4129-4144, DOI: 10.1080/09585192.2012.703423
To link to this article: http://dx.doi.org/10.1080/09585192.2012.703423
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and-conditions
Job security and justice: predicting employees trust
in Chinese international joint ventures
Yui-Tim Wong*
Department of Management, Lingnan University, Hong Kong, P.R. China
This studyexamines the antecedents andconsequences of employees trust inmanagement
and trust in supervisor in Chinese international joint ventures. On the basis of social
exchange theoryas paradigm, a model that links trust, jobsecurityand justice is developed.
The proposedmodel considers job securityand procedural justice as antecedents of trust in
management, and interactional justice as antecedent of trust in supervisor. It further
suggests that trust in management affects employees turnover intention, and trust in
supervisor affects employees organizational citizenship behaviour (OCB). A data set
consisting of 255 employees inthree international joint ventures inChina is used to test the
hypotheses. The LISREL results support the hypotheses. Trust in management is found to
have a signicant effect on employees turnover intention, whereas trust in supervisor is
found to have a signicant effect on employees OCB. This study shows the practical
implications for managers and supervisors for improving employees trust in Chinese
international joint ventures.
Keywords: China; Confucian; job security; justice; organizational citizenship behaviour;
Peoples Republic of China; trust; turnover intention
Introduction
Corporate social responsibilities (CSR) are signicant in todays world. The CSR policies
should not be formulated by companies only, but also be delivered to corporate employees.
Two types of factors have been found to have impact on employees motivation and
commitment to CSRbuy-in (Collier and Esteban 2007). The rst set of factors is contextual.
For instance, employee attitudes and behaviour will be affected by whether CSR policies
(e.g. job security) are integrated into business processes. The second set of factors is
perceptual. For instance, employee motivation and commitment will be affected by their
perceptions of justice and fairness in general. Recent studies show that both job security and
perceptions of justice affect employees trust (Fonner andRoloff 2006; Stinglhamber, Cremer
and Mercken 2006; Dizgah, Farahbod and Khoeini 2011; Oh and Park 2011; Pillai, Kohles,
Bligh, Carsten and Brodowsky 2011; Wong, Wong and Ngo 2012). The researches of trust
have been conducted in different countries (Crawshaw and Brodbeck 2011; Dizgah et al.
2011; Raskovic, Brencic and Moerec 2011). Nevertheless, most of the past studies on trust
(e.g. Theron, Terblanche and Boshoff 2008; Dayan, Benedetto and Colak 2009), job security
and justice are conducted in Western countries. It is necessary to have more relevant studies in
different parts of the world toincrease the generalizabilityof these ndings. In recent decades,
more and more researches have been conducted in China. The majority of the researches in
the eld of Chinese Human Resource Management (HRM) is focused on comparison
between HRM practices in various types of enterprises operating in China and those in the
ISSN 0958-5192 print/ISSN 1466-4399 online
q 2012 Taylor & Francis
http://dx.doi.org/10.1080/09585192.2012.703423
http://www.tandfonline.com
*Email: wongyt@ln.edu.hk
The International Journal of Human Resource Management,
Vol. 23, No. 19, November 2012, 41294144
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West. However, most of these studies help us have a better understanding of the latter rather
than the former. As China is rapidly becoming a key global player in recent years and the
Chinese enterprises represent an increasing share of the global market, it is crucial to
understand howChinese rms and international joint ventures (IJVs) in China have managed
their employees at home and globally to achieve the performance outcomes (Lamond and
Zheng 2010). Given its unique cultural traditions (Earley 1989; Warner 1993, 1997, 2010)
and sweeping economic reform during the last few decades, Chinese IJVs provide a good
research setting to study the relationship of employees job security, justice and trust in the
workplace. It is because the employees in Chinese IJVs have inherited the Chinese culture of
justice and trust, and also encounter with the job insecurity problemin the changing business
environment in China today.
This study attempts to describe the constructs of trust in management and trust in
supervisor, presents a model that links the construct of trust in management with job security
and procedural justice, and links the construct of trust in supervisor with interactional
justice. It also examines the effects of trust on turnover intention and organizational
citizenship behaviour (OCB). Several hypotheses have been derived from the proposed
model. This study uses a data set consisting of 255 employees in three IJVs in the Peoples
Republic of China (PRC) to test the hypotheses. In the next sections, concepts of trust in the
workplace and major forms of organizational justice will be discussed. After explaining the
methodology in details, the empirical results and analyses are presented. Finally, I will
conclude the study and discuss the practical implications for management deriving fromthe
results of this study.
Trust in management and trust in supervisor
Researchers have dened trust in different ways. According to Rousseau, Sitkin, Burt and
Camerer (1998), trust is viewed as a psychological state comprising the intention to
accept vulnerability based upon expectations of positive intentions or behaviour of
another. It can be viewed as a multidimensional construct that consists of different
elements (McCauley and Kuhnert 1992; Costigan, Itler and Berman 1998). For instance,
lateral trust involves trusting relationship between the focal employees and co-workers,
and vertical trust refers to employees trust of his or her immediate supervisor and top
management. Ashford, Lee and Bobko (1989) and Fox (1974) consider trust belongs to an
institutional trust, which includes both employees trust in the employing organization and
trust of the top management. It should be noted that the concepts of trust in management
and trust in organization are often used interchangeably in the literature (e.g. Cook and
Wall 1980; Ashford et al. 1989). On the other hand, trust in supervisor refers to employees
trust in his or her supervisor (Podsakoff, Mackenzie, Moorman and Fetter 1990), which
belongs to a dyadic or interpersonal trust. This study focuses on two major types of vertical
trust within organization: trust in management and trust in supervisor.
Researchers have studied antecedents and consequences of trust in management and trust
in supervisor. For instance, Stinglhamber et al. (2006) investigate the relationship between
employees perceptions of procedural and interactional justice and their subsequent trust in
their management and supervisor. Farh, Tsui, Xin and Cheng (1998) examine trust in
supervisor with a sample of vertical dyads between supervisor and subordinate in Taiwan.
Erturk (2007) nds that trust in supervisor fully mediates the relationship between
organizational justice and OCB directed to the organization, but it partially mediates the
relationship between organizational justice and OCB directed to the individuals of Turkish
academicians. These two constructs of trust have been found to affect ones OCB.
Y.-T. Wong 4130
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For example, Deluga (1995) analyses the relationship between trust in the supervisor and
subordinates OCB in a military setting. Restubog, Hornsey, Bordia and Esposo (2008)
report that when employees are treated unfairly, they lose trust in the management, which in
turn results in less willingness on the part of the employees to engage in OCBs. Chiaburu and
Lims study (2008) also indicates that manager trustworthiness explains variance in OCBs
over and above the variance accounted for by interactional fairness.
Procedural justice and interactional justice
Two major forms of justice are considered in this study: procedural justice and interactional
justice. Procedural justice refers to the perceived fairness of the means used to determine
those amounts (Folger 1977). It is multidimensional and is related to the procedure used in
allocating resources (Thibaut and Walker 1975). Specically, it is affected by two major
factors: formal procedures and interactional justice. Therefore, it can be further classied as
procedural justice/formal procedures and interactional justice (Greenberg 1990; Tyler and
Bies 1990). Interactional justice is the justice perceived by subordinates during the
interaction with their supervisors. It is related to the quality of treatment received from
supervisors (Bies and Moag 1986; Tyler and Bies 1990).
Research ndings show that these two types of justice have different impact on trust.
For instance, Cropanzano and Folger (1991) nd that procedural justice affects the
evaluation of the organization and its authorities (e.g. trust in management). Konovsky and
Pugh (1994) discover a very high correlation between the subordinates judgements of their
supervisors interactional justice and their trust in the supervisor. Rupp and Cropanzano
(2002) report that justice from organizations is associated with outcomes relevant to the
organization (e.g. organizational citizenship behaviours to the organization) and that justice
from supervisors is related to outcomes relevant to the supervisor (e.g. organizational
citizenship behaviours benecial to the supervisor).
Chinese trust and justice
From a cultural perspective, Chinese people have the characteristics of Confucianism with
emphasis on harmony, reciprocity and loyalty (Warner 1993, 2010). These cultural
characteristics have a positive impact on employees trust. Studies showthat Chinese people
are group oriented (Wang 1990), and oriented towards enhancing in-group harmony
(Leung and Bond 1984). Long-term and good interpersonal relationships have been highly
valued by Chinese. Despite Maoism (which emphasizes on egalitarian values), many
Confucian values (which emphasize the structure of hierarchy and paternalistic authority)
remain strong in todays China (Bond and Hofstede 1989). The Confucian traditions of
social duty and obligation may lead to an emphasis on employees respect to authority and
loyalty at work. These cultural values and beliefs have important bearings on the
development of employees trust in the workplace (Farh, Hackett and Liang 2007). In the
Chinese society, the Chinese wordof trust (i.e. hxin) is closelyrelatedtofaith (i.e. cheng).
Hxin has the meanings of faith, sincerity, truthfulness and trust; while cheng hxin has the
meanings of good faith and honesty. For instance, trusting a person implies having a faith in
the person without doubt. The words and concepts of cheng and hxin are closely used,
and can be easily found in the Analects of Confucius. Justice and trust (i.e. cheng and hxin)
are important and interrelated in both traditional China and contemporary Chinese daily life.
The concept of organizational justice is unique and salient in Chinese society
(Zhang and Agarwal 2009). Hwang (2000) stated that: Confucius advocated that procedural
justice in social connection should followthe principles of respecting the superior (p. 168).
The International Journal of Human Resource Management 4131
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So, it can be seen that such ethical guidelines for justice have been dwelt on in the ancient
Chinese wu-lun principles (i.e. emperor subject, father son, husbandwife, elder
younger and friendfriend). Such concepts should have important implications for Chinese
employees perceptions and behaviour. The social role and status of the resource allocator
and recipient are likely to affect the evaluation and perceptions of fairness among Chinese
(Meindl, Hunt and Cheng 1994). As Hui and Graen (1997) report that Confucianism
supported feudal/family-based relationship have impacts in building successful
organizational cultures in contemporary China, it is reasonable to expect that both
procedural justice and interactional justice among Chinese employees will affect their trust
in the workplace.
IJVs in China
IJV has become a major form of foreign investment in China, since China adopted Deng
Xiaopings open-door economic policy. Denginsisted: Reformis Chinas secondrevolution
(Deng 1994, v. 3, pp. 119120). His thinking can be better understood from his wisdom:
It doesnt matter if a cat is black or white, so long as it catches mice (Deng 1994, v. 1,
pp. 292296). The management and governance structure of IJVs are remarkably different
from those of state-owned enterprises. There are several characteristics of IJVs in China.
First of all, the creation of IJV is subject to government pressures and often includes
government partners. They are also often formed with partners from ethnically related
countries (Beamish 1993). Second, Western mainstream practices in HRM such as formal
performance appraisal, performance-based compensation and extensive training had been
widely adopted in most of the IJVs. (Warner 1997; Ding, Akhtar and Ge 2006; Wei and Lau
2008). Moreover, redundancies anddismissals are alsopracticedinIJVs (Warner 1997). Thus,
the employment conditions of workers in IJVs differ signicantly from that in state-owned
enterprises (Chow, Fung and Ngo 1999).
Hypotheses
Social exchange theory will be used to provide theoretical support for the paradigm of the
proposed model. In the past, social exchange theory was used to explain the link between
employees perceptions of the workplace and their subsequent work attitudes and behaviour
(Eisenberger, Fasolo and Davis-LaMastro 1990; Settoon, Bennett and Liden 1996;
Wayne, Shore and Liden 1997). Following the work of Blau (1964), social exchange theory
assumes that individuals social interactions are driven by rational self-interest
(Witt, Jacmar and Andrews 2001). Individuals will enter and remain in exchange
relationships as long as the costs in such relationships do not outweigh their benets
(Tyler and Lind 1992). In a social exchange, one party provides a benet to another party,
thus invoking an obligation in the other party to reciprocate by providing a benet in return.
The norm of reciprocity and mutual commitment is developed during the process of
social exchange. Social exchange theory further postulates that trust emerges through the
repeated exchange of benets between two parties, which in turn affects employee
outcomes (Aryee, Budhwar and Chen 2002).
According to social exchange theory, organizations are forums for exchange and
transactions (Cropanzano, Howes, Grandey and Toth 1997; Randall, Cropanzano,
Bormann and Birjulin 1999). There are at least two important exchange partners in an
employees workplace: the employees immediate manager and the employees
immediate supervisor. The ways that employees interact with these two partners have
an important bearing on their work-related attitudes and behaviour. For example, when the
Y.-T. Wong 4132
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management provides a sufcient level of job security to his or her workers, the workers
are likely to display positive job attitudes, such as a high level of trust in management.
Likewise, when a supervisor provides justice to his or her subordinates at work, the
subordinates are more likely to have trust in supervisor. On the basis of social exchange
theory, a number of hypotheses are developed as follows.
Antecedents of trust in management and trust in supervisor
Job insecurity has become a concern for workers in Chinese joint ventures today. Zhu (1995)
nds that local employees in foreign-invested enterprises are typically blue-collar workers.
Most of them are employed as either contract workers or temporary workers. As compared
to permanent workers, contract workers and temporary workers have less job security.
In particular, those workers who do not have the ability to cope with the job requirements
may perceive a high level of job insecurity. The expected positive effect between job
security and trust in management is theoretically grounded in the psychological contracts
literature. Given that employees have implicit expectations about job security (Shore and
Tetrick 1994), a perceived threat to job security implies a possible violation of the
psychological contract. Since perceived violations of the psychological contract trigger
reassessment of the contract, the psychological distancing can be manifested in terms of a
reduction of trust between the parties (Parks and Kidder 1994). Ashford et al.s study (1989)
shows that the greater the perceived job insecurity is, the lower the trust in management will
be. Fonner and Roloff (2006) also nd that student interns exposed to job insecurity expect
low trust to the management. Thus, it is hypothesized that:
Hypothesis 1: Employees in IJVs with higher levels of perception of job security have
higher levels of trust in management.
Procedural justice has been found to affect the evaluation of an organization and its
authorities (Cropanzano and Folger 1991; Sweeney and McFarlin 1993), and thus it may
have effect on the trust in management. Folger and Konovsky (1989) report that
procedural justice predicts trust in manager. Rubin (2009) nds that federal employees
perception of procedural justice has signicant effect on their trust in management in the
USA. Dizgah et al. (2011) report that there is a positive relationship between procedural
justice and trust in organization. Wong et al. (2012) also nd that procedural justice has a
positive and signicant impact on trust in organization in Chinese joint ventures. On the
basis of the justice literature, it is reasonable to expect that employees will have a high
level of trust in management, if fair procedural treatment is guaranteed. As IJVs in China
tend to employ fairer procedures in allocating the material rewards, a higher level of
perception of procedural justice among employees will increase their trust in management.
Thus, it is hypothesized that:
Hypothesis 2: Employees in IJVs with higher levels of perception of procedural justice
have higher levels of trust in management.
Procedural and interactional justice have been distinguished from one another by using
the social exchange theory. Cropanzano, Prehar and Chen (2002) report that procedural
justice should be more closely associated with reactions towards upper management and
organizational polices, whereas interactional justice should be more closely associated
with reactions towards ones supervisor. Studies also show that perceived interactional
justice directly affects trust in supervisor. Konovsky and Pugh study (1994) discovers a
very high correlation between subordinates judgements of their supervisors interactional
The International Journal of Human Resource Management 4133
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justice and their trust in supervisor. Dizgah et al.s (2011) report shows that there is a
positive relationship between interactional justice and trust in supervisor. Given such a
relationship, it is logical to expect that subordinates perceived interactional justice of their
supervisor directly affects their trust in supervisor in Chinese IJVs. Hence, it is
hypothesized that:
Hypothesis 3: Employees in joint ventures with higher levels of perception of inter-
actional justice have higher levels of trust in supervisor.
Under the economic reform in China, team approach has become a major HRM
strategy adopted by IJVs (Wang 1986, 1988). The team approach emphasizes efciency,
group responsibility and authority with collective interests. Given the responsibilities of
supervisors as well as their frequent and direct interaction with their subordinates,
supervisors largely represent the management to the employees. Hence, subordinate
employees often consider their supervisors as representatives of the management.
Zhang, Tsui, Song, Li and Jias study (2008) shows that supervisor support is important in
creating trust to the middle management in China. It is therefore hypothesized that:
Hypothesis 4: Employees level of trust in supervisor is positively associated with their
level of trust in management in IJVs.
Consequences of trust in management and trust in supervisor
Turnover intention can be considered as a conscious and deliberate wilfulness to leave the
organization (Tett and Meyer 1993, p. 262). It is often measured with reference to a
specic interval, and has been regarded as the last stage in a sequence of withdrawal
cognitions, consisting of a set of thinking of quitting and an intent to search for alternative
employment (Tett and Meyer 1993). Costigan et al. (1998) report that employees trust of
the top management was highly and negatively correlated with the employees desire and
intent to leave the organization. Among various reasons that may affect employees
turnover intention, trust in top management has been found to be a key factor in the study
of restaurant industry (Davies, Schoorman, Mayer and Tan 2000). After the open-door
policy with substantial inow of foreign investment, IJVs and foreign-owned rms have
become economically signicant in China (Zhu 1995). Moreover, other forms of
enterprises such as collective ownership enterprises and domestic private enterprises have
also increased both in number and size. These changes have not only increased the job
opportunities for Chinese workers, but also increased their turnover intention. In view of
these ndings, it is hypothesized that:
Hypothesis 5: Employees trust in management will have a signicant and negative
effect on employees turnover intention in IJVs.
According to Meyer and Allen (1997), organizational citizenship behaviour measures
typically include things such as providing extra help to co-workers, volunteering for
special work activities, being particularly considerate of co-workers and customers, being
on time, and making suggestions when problems arise (p. 33). Therefore, it includes
work-related behaviour that goes above and beyond the behaviour dictated by
organizational policy and job description. Deluga (1994) argues that supervisors trust-
building behaviour is closely associated with OCB. Dyne, Vandewalle, Kostova, Latham
and Cummings (2000) also report that individuals propensity to trust will have a positive
relationship with the subsequent organizational citizenship in a housing cooperative
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setting. Hence, it is reasonable to anticipate that joint-venture employees trust in
management and trust in supervisor will have a positive effect on their OCB. Since
workers generally have more frequent and direct interaction with their supervisors than the
top management, it is therefore hypothesized that:
Hypothesis 6a: Both employees levels of trust in management and trust in supervisor
have a positive effect on employees OCB in IJVs.
Hypothesis 6b: Employees level of trust in supervisor has a stronger effect on
employees OCB than that of trust in management in IJVs.
Chinese employees in joint ventures today no longer enjoy the so-called iron rice
bowl. Ajoint venture has the right to lay off workers whose performance is poor. It can also
re undisciplined workers or those who have committed offences. As such, job security
becomes a concern for workers employed in joint ventures. This in turn will increase joint
venture employees turnover intention. Research ndings show that job security is
negatively correlated with intention to quit (Ashford et al. 1989; Allen, Freeman, Russell,
Reizenstein and Rentz 2001; Joarder and Sharif 2011). Wong, Ngo and Wong (2002) also
report that workers perceived job security affect their turnover intention in Chinese joint
ventures. Hence, it is hypothesized that:
Hypothesis 7: Employees perceived job security has a signicant and negative impact
on their levels of turnover intention in IJVs.
Methods
Sample and procedures
The sample for this study was composed of 255 employees in three joint-venture factories.
Data were collected from production ofcers, front-line supervisors, technical workers and
administrative staff in three factories in Guangdong Province, a southern province in the
PRC that has witnessed considerable economic growth in the last two decades. These three
factories manufacture shoes and footwear. The sample of employees was 38% male and
62% female with a mean age of approximately 25.6 years. Sixty-one percent of the sample
was married. The average job tenure for the sample was 30 months. Short job tenure is
typical of the region. In this sample, 20% of the employees are local workers, 10.6% are
coming from other cities of Guangdong and 69.4% coming from other provinces.
Data collection involved a number of personal trips by the author to each data
collection site. During the rst two trips, the production managers, production ofcers,
supervisors and technical workers in three factories in the sample were interviewed to gain
a better understanding of the factories under study. This was done to ensure that a
questionnaire relevant to the sample could be created. After designing the questionnaire, a
pilot test consisted of 20 subordinates and 5 supervisors was conducted in these factories
with the aim of determining the appropriateness of the contents, the proper use of words,
the ease of understanding and any modications needed. During the following trips, with
the assistance of one staff in each factory, the author collected the research data in these
three joint venture factories. On the basis of the name lists of all staff and workers of these
factories, the respondents and their immediate supervisors were identied in advance by
the systematic sampling method. Questionnaires were distributed personally to each
respondent. To assure all respondents that individual responses would not be revealed to
members of their working unit, the questionnaires for subordinates were collected
immediately after completion. Researchers then approached their supervisors for
The International Journal of Human Resource Management 4135
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completing the part of the assessment of their subordinates OCB. Both the subordinates
and the supervisors were assured that the information collected would be kept condential.
Responses regarding trust in management, trust in supervisor, job security, procedural
justice, interactional justice and turnover intention were obtained from participants.
The immediate supervisors of these participants were asked to evaluate their subordinates
levels of OCB to avoid the problem of common method variance. The survey
questionnaires were written in Chinese. To ensure equivalence of the measures in the
Chinese and the English versions, back-translation from Chinese into English was rst
performed (Brislin 1970). The two translations revealed no substantial differences in the
meanings of the items. Two local research assistants, both hold a university degree in English
fromChinese universities, reviewed all Chinese translation to ensure that the meaning of the
questionnaire is clear to Chinese participants. Finally, Chinese version of the questionnaires
was examined by two Chinese scholars in Hong Kong. All items were modied to t into the
ve-point Likert-scale format (e.g. 1 extremely disagree, 2 slightly disagree,
3 neither agree nor disagree, 4 slightly agree and 5 extremely agree).
Measures
Trust in management
It was measured by the six-item scale on trust in management developed by Cook and
Wall (1980) with some modications to render the items more appropriate for the Chinese
context. An example of these items is: Our management would not gain advantage by
deceiving the workers. Coefcient a of the sample is 0.75.
Trust in supervisor
Four items from trust in/loyalty to the Leader scale (Podsakoff et al. 1990) were selected
for this study. The four items are: I have complete faith in the integrity of my supervisor;
My supervisors would not try to gain an advantage by deceiving employees; I feel a
strong loyalty to my supervisor; and I would support my supervisor in almost any
emergency. Coefcient a of the sample is 0.72.
Perceived job security
The four items used by Caplan, Cobb, French, Van Harrison and Pinneau (1975) were
modied and adopted. The responses were obtained on a ve-point Likert scale ranging
from extremely certain (5) to extremely uncertain (1). An example of item is: How certain
are you about your job security in this factory? Coefcient a of the sample is 0.71.
Procedural justice
The four items used by Balkin and Gomez-Mejia (1990) were modied and adopted. An
example item is: Managers at all levels participate in pay and performance appraisal
decisions. Coefcient a of the sample is 0.72.
Interactional justice
Six items used by Moorman (1991) were modied and adopted. An example item is: Your
supervisor treated you with kindness and consideration. Coefcient aof the sample is 0.80.
Y.-T. Wong 4136
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Turnover intention
The three-item measure of intention to change jobs from Camman, Fichman, Jenkins
and Klesh (1979) was modied and adopted in this study. The three items are: I often
think about quitting, I will probably look for a new job in the next year and If I may
choose again, I will choose to work for the current organization. Coefcient a of the
sample is 0.72.
Organizational citizenship behaviour (OCB)
A scale with 22 items used by Farh, Earley and Lin (1997) were modied and adopted.
An example item is: Willing to stand up to protect the reputation of the company.
Coefcient a of the sample is 0.83.
Results and analyses
A preliminary examination of the correlation in Table 1 indicates that trust in management
and trust in supervisor correlate signicantly with their antecedents. For instance, job
security is signicantly related to trust in management (r 0.38, p , 0.01), procedural
justice is signicantly and positively related to trust in management (r 0.36, p , 0.01),
and interactional justice is signicantly and positively related to trust in supervisor
(r 0.57, p , 0.01). All the hypotheses for the proposed model are shown in Figure 1.
LISREL 8.52 (Joreskog and Sobrom 2002) was used to test the proposed model. All in all,
LISREL analysis shows that the proposed model is supported by empirical results.
The goodness-of-t statistics indicated that all the t indexes for the proposed model are
satisfactory and well above 0.90 (i.e. GFI 0.99; CFI 0.99; and IFI 0.99).
Testing the antecedents of trust in management and trust in supervisor
As regard to the antecedents of trust, it is found that job security has a positive effect on
trust in management (b 0.35, p , 0.01), and procedural justice has a signicant effect
on trust in management (b 0.24, p , 0.01); while interactional justice has a signicant
effect on trust in supervisor (b 0.74, p , 0.01). Thus, Hypotheses 1, 2 and 3 are all
supported. In addition, trust in supervisor is signicantly and positively related to trust in
management (b 0.41, p , 0.01). Therefore, Hypothesis 4 is also supported.
Testing the consequences of trust in management and trust in supervisor
Hypothesis 5 states that the employees trust in management has a negative effect on their
levels of turnover intention. As Figure 1 shows, trust in management is negatively related
to employees turnover intention (b 20.31, p , 0.01). This nding supports
Hypothesis 5. On the other hand, Hypothesis 6a states that the both employees levels
of trust in management and trust in supervisor have a positive effect on their level of OCB.
And Hypothesis 6b states that the employees level of trust in supervisor has a stronger
effect on their level of OCB than trust in management. As Figure 1 shows, trust in
management is positively related to employees OCB (b 0.15, p , 0.05), while trust in
supervisor is found to have a stronger effect on employees OCB (b 0.41, p , 0.01)
than trust in management. These ndings support both Hypotheses 6a and 6b. In addition,
Hypothesis 7 states that employees perceived job security has a negative effect on their
levels of turnover intention. As Figure 1 shows, employees perceived job security is
The International Journal of Human Resource Management 4137
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Y.-T. Wong 4138
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negatively related to employees turnover intention (b 20.23, p , 0.01). This nding
supports Hypothesis 7.
Discussion and conclusion
The study of trust in management and trust in supervisor are important for understanding the
work behaviour of Chinese employees. However, limited studies have been done on their
antecedents and consequences of these two types of trust simultaneously. The antecedents
and consequences of employees trust are examined in this study. In specic, I postulate that
both employees perceived job security and procedural justice affect their trust in
management, which in turn has a negative effect on employees turnover intention. In
addition, I highlight the role of trust in supervisor, because Chinese employees value social
relationship with supervisor at work. Hence, employees trust in supervisor will be
inuenced by their perceived interactional justice in supervisor. Furthermore, employees
trust in supervisor will affect their trust in management and OCB. All these hypotheses are
conrmed empirically in this study.
This study endeavours to make theoretical contributions to the existing literature. It
also has some implications for future research. For instance, it enhances our understanding
of the role of trust in management and trust in supervisor of Chinese employees.
In particular, it is the rst study that examines the relationships among employees trust,
perceived justice and OCB in the Chinese context. By doing so, one can understand more
about how employees perceived justice affects employees job attitude and behaviour at
work. The effects of these relationships and attitudes should be emphasized in future study
of organizational behaviour in China.
Practical implications
By knowing how the perceived justice could affect trust in management and trust in
supervisor, management can take appropriate actions to improve human relations at work.
It has been shown that a higher level of trust in management is observed when employees
have a higher level of perceived job security and procedural justice, and a higher level of
trust in supervisor is closely related to a higher level of interactional justice. Given these
H7
H5
H6A
H6
H3
H2
H1
H4
0.23**
0.31** +0.35**
+0.24**
+0.41**
+0.15*
+0.74**
+0.41**
Job
security
Procedural
justice
Interactional
justice
Trust in
management
Trust in supervisor
Turnover
intention
Organizational
citizenship
behaviour
Figure 1. Theoretical model and hypotheses.
Note:
*
p , 0.05;
**
p ,0.01.
The International Journal of Human Resource Management 4139
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ndings, management should promote procedural justice and interactional justice among
management and supervisors to achieve desirable outcomes. This study also shows that
CSR has its practical implications. For instance, in the contextual aspect of CSR, job
security should be integrated into companies CSR policies. In the perceptual aspect of
CSR, procedural justice and interactional justice should be emphasized to get their impact
on employees trust to CSR buy-in (Collier and Esteban 2007). In addition, the past
research ndings shows that trust in supervisor is important in creating trust to the
management in China (Zhang et al. 2008). This nding obtains further support in this
study. It also implies that the daily communication and interactional justice between
subordinates and supervisor are important in the workplace.
Moreover, the ndings regarding consequences of employees trust in supervisor and
trust in management have practical implications for managing extra-role behaviour
problem of employees through fostering trust in supervisor and management, as this policy
helps to develop employees OCB. In addition, both trust in management and perceived
job security have been found to decrease employees turnover intention. It implies that the
integration of job security into companies CSR policies has the dual benets of improving
the trust in management and reducing the staff turnover problem.
Limitations and future research
Several limitations concerning this study need to be noted. First of all, both the scales of
trust in management and trust in supervisor are developed in Western setting. However,
like non-indigenous scales, these two scales may not be able to capture their full meaning
in the context of China. I noted that their a coefcients are not very high in this study. It is
therefore suggested to rene these concepts in the future. Second, the majority of the
subjects in this study are lower-level workers, and most of them do not involve in decision
making. They may not have a complete understanding of the meaning and experiences of
procedural justice and interactional justice. Thus, the ndings of this study should not be
overgeneralized to other settings. Third, the sample of this study comprised 255 workers in
three IJVs in Guangdong Province. As such, one limitation of the current study lies with
the nature of the sample that the majority of the subjects are workers from other provinces.
Due to their high geographical mobility, it is difcult for them to develop high level of
trust in supervisor and trust in management. Thus, more studies need to be conducted to
compare the job attitude and behaviour of different types of workers in China in the future.
All in all, this study demonstrates that, due to the inuence of traditional Chinese
culture, Chinese employees emphasize trust in the workplace. Although my ndings have
to be cross-validated by larger samples in different cultural and organizational settings,
results of this study clearly indicate that trust in management and trust in supervisor,
deserve more research attention in future studies of OCB. Furthermore, more studies
should explore the effects of trust in supervisor on other employee outcomes, such as job
satisfaction and work commitment that I have not examined in this study.
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