Impact of organizational justice on employee engagement: The mediating role of organizational trust

Abstract

The present research aimed to examine the mediating role of organizational trust between perceived organizational justice (i.e., distributive justice, procedural justice, and interactional justice) and employee engagement (i.e., job engagement and organizational engagement). The data was collected from 251 employees of different organizations who filled in standardized measures of perceived organizational justice, organizational trust, and employee engagement. Using AMOS 26, path analysis was conducted to see the mediational role of organizational trust between organizational justice and employee engagement. The analyses indicated significant indirect effects of all three dimensions of organizational justice on job engagement as well as on organizational engagement through organizational trust. However, the strength of the indirect paths of all three dimensions of organizational justice for job engagement was relatively weak. These findings supported the expected mediational role of organizational trust between organizational justice and employee engagement. The findings implicate that justice-based dealings of organizations with their employees can build up their trust in the organizations which may improve their job engagement and organizational engagement.

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