How team safety stressors affect proactive and prosocial safety behaviors: Felt safety responsibility and affective commitment as mediators

In research on trust in the organizational context, there is some agreement evolving that trust should be measured with respect to various foci. The Workplace Trust Survey (WTS) by Ferres (2002) provides reliable assessment of coworker, supervisor, and organizational trust. By means of a functionally equivalent translation, we developed a German version of the questionnaire (G-WTS) comprising 21 items. A total of 427 employees were surveyed with the G-WTS and questionnaires concerning several work-related attitudes and behaviors and 92 of these completed the survey twice. The hypothesized three-dimensional conceptualization of organizational trust was confirmed by confirmatory factor analysis. The G-WTS showed good internal consistency and retest reliability values. Concerning convergent validity, all of the three G-WTS dimensions positively predicted job satisfaction. In terms of discriminant validity, Coworker Trust enhanced group cohesion; Supervisor Trust fostered innovative behavior, while Organizational Trust was associated with affective commitment. Theoretical and practical contributions as well as opportunities for future research with the G-WTS are discussed.

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How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000261 ◽

2020 ◽

pp. 1-12

Author(s):

Sebastian Holzwarth ◽

George Gunnesch-Luca ◽

Roman Soucek ◽

Klaus Moser

Keyword(s):

Organizational Communication ◽

Turnover Intention ◽

Structural Equation ◽

Affective Commitment ◽

Turnover Intentions ◽

Equation Modeling ◽

Cross Sectional ◽

Confirmatory Factor ◽

Communication In Organizations ◽

Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

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Workplace Ostracism and Its Negative Outcomes

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000147 ◽

2016 ◽

Vol 15 (4) ◽

pp. 143-151 ◽

Cited By ~ 17

Author(s):

Xiaoming Zheng ◽

Jun Yang ◽

Hang-Yue Ngo ◽

Xiao-Yu Liu ◽

Wengjuan Jiao

Keyword(s):

Affective Commitment ◽

Psychological Capital ◽

Intention To Leave ◽

Future Research ◽

Conservation Of Resources ◽

Negative Consequences ◽

Negative Outcomes ◽

Workplace Ostracism ◽

Using Data ◽

The Relationship

Abstract. Workplace ostracism, conceived as to being ignored or excluded by others, has attracted the attention of researchers in recent years. One essential topic in this area is how to reduce or even eliminate the negative consequences of workplace ostracism. Based on conservation of resources (COR) theory, the current study assesses the relationship between workplace ostracism and its negative outcomes, as well as the moderating role played by psychological capital, using data collected from 256 employees in three companies in the northern part of China. The study yields two important findings: (1) workplace ostracism is positively related to intention to leave and (2) psychological capital moderates the effect of workplace ostracism on affective commitment and intention to leave. This paper concludes by discussing the implications of these findings for organizations and employees, along with recommendations for future research.

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