Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: A test of two competing models

Yui Tim, Edward WONG, Chi Sum WONG, Hang Yue NGO

Research output: Journal PublicationsJournal Article (refereed)

36 Citations (Scopus)

Abstract

This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.
Original languageEnglish
Pages (from-to)883-900
Number of pages18
JournalInternational Journal of Human Resource Management
Volume13
Issue number6
DOIs
Publication statusPublished - 1 Jan 2002

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Supervisory personnel
Personnel
Joint ventures
Loyalty
Trust in supervisor
Workers
Supervisors
Interactional justice
Direct effect

Cite this

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title = "Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: A test of two competing models",
abstract = "This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.",
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Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: A test of two competing models. / WONG, Yui Tim, Edward; WONG, Chi Sum; NGO, Hang Yue.

In: International Journal of Human Resource Management, Vol. 13, No. 6, 01.01.2002, p. 883-900.

Research output: Journal PublicationsJournal Article (refereed)

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AB - This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.

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