The implications of perceived injustice climate on organizational trustworthiness and job outcomes

This thesis investigates the implications of perceived injustice climate on impression management and voice through perceived organizational trustworthiness and on organizational commitment through idiosyncratic deals (I-deals). In addition, employee traditionality, paternalistic top management and the value of the employee to the firm are investigated as moderators in these relationships. Perceived injustice climate is operationalized using the “Patron Şirketi” climate scale developed by Koçak, Wasti, Yosun, Bozer and Dural (PPŞC; 2014). One preliminary qualitative and a main quantitative study are conducted in order to test the proposed relationships. With use of SPSS PROCESS (Hayes, 2018) the moderated mediations are tested. The hypothesis that traditionality moderates the negative effect of perceived injustice climate (operationalized as PPŞC) on perceived organizational trustworthiness is supported. The positive effect of PPŞC on the use of I-deals, which in turn increases affective and continuance organizational commitment is also supported, but only in case when the employee is valuable to the supervisor. However, the proposed effects of PPŞC on impression management and voice through perceived organizational trustworthiness as moderated by traditionality and/or paternalism were not supported. Nevertheless, post hoc analyses that explored the possibility that impression management behaviours may have been perceived as citizenship behaviours suggest that the effect of PPŞC on perceived citizenship through perceived organizational trustworthiness is alleviated when moderated by traditionality and/or paternalism. Contributions of exploring perceived injustice climate, its particular operationalization in this thesis are discussed and further directions of research are suggeste