Effects of supervisory justice on trust in leadership

Cilj ovog istraživanja bio je ispitati učinke pravednosti rukovoditelja na povjerenje zaposlenika u rukovodstvo. Istraživanje je provedeno na prigodnom uzorku zaposlenika (N=673) u 32 hijerarhijski strukturirane organizacije različitih djelatnosti. Nastojalo se utvrditi stupanj povezanosti i doprinos pojedinih dimenzija pravednosti rukovoditelja i ukupne pravednosti rukovoditelja na povjerenje zaposlenika u rukovodstvo te provjeriti postoji li razlika u percepciji pravednosti rukovoditelja i povjerenja u rukovodstvo s obzirom određena demografska obilježja zaposlenika. Povjerenje u rukovodstvo značajno je pozitivno povezano s dimenzijama pravednosti rukovoditelja, kao i ukupnom pravednosti rukovoditelja. Rezultati regresijske analize pokazali su kako je najbolji prediktor povjerenja u rukovodstvo interakcijska pravednost rukovoditelja, dok dimenzije percipirane pravednosti rukovoditelja objašnjavaju ukupno 72% varijance povjerenja u rukovodstvo. Rezultati jednosmjernih analiza varijance pokazuju da postoji statistički značajna razlika u ukupnom doživljaju pravednosti rukovoditelja s obzirom na radni staž zaposlenika u organizaciji, hijerarhijsku razinu i stupanj obrazovanja. Također, statistički značajne razlike utvrđene su i na dimenziji percipirane distributivne pravednosti s obzirom na hijerarhijsku razinu i stupanj obrazovanja; na dimenzijama percipirane proceduralne i interakcijske pravednosti s obzirom na radni staž i hijerarhijsku razinu. Konačno, utvrđena je značajna razlika u povjerenju u rukovodstvo s obzirom na radni staž i hijerarhijsku razinu zaposlenika u organizaciji.The aim of this study was to examine the effects of supervisory justice on employee trust in leadership. The study was conducted on a convenient sample (N=673) of 32 various hierarchically structured organizations that represent a variety of different industries. The aim was to determine the correlation and the contribution of the supervisory justice dimensions and overall supervisory justice to employee trust in leadership, and to explore whether there are differences in supervisory justice perception and trust in leadership due to some demographic characteristics. Significantly positive correlations have been determined between trust in leadership, dimensions of supervisory justice and overall supervisory justice. The results of regression analyses suggest that the interactional justice is the strongest positive predictor of trust in leadership, while the dimensions of supervisory justice all together explain total 72% of trust in leadership variance. Results of one-way analyses of variance show that there was a statistically significant difference of overall supervisory justice regarding tenure, educational level, and hierarchical position in organizations. Also, statistically significant difference was found in perception of distributive supervisory justice regarding the educational level, and hierarchical position in organizations; in perception of procedural and interactional supervisory justice regarding tenure and hierarchical position in organizations. Finally, it was shown that there is a significant difference in trust in leadership regarding tenure, and hierarchical position in organizations