A Study Of Organizational Trust, Its Influence On Organizational Citizenship Behaviors And Turnover Intension And Its Relationship With Psychological Contract Breaches

Trust plays a very important role in our life. Scince America Psychologist Deutschstudied interpersonal trust in prison dilemma in 1958, trust has been a hotspot inorganizational, economic, psychological areas. In the last two decades, organizationalemerging, downsizing, structural change become more and more popular. In thisbackground, a lot of researchers pay more attention on organizational trust because it isthe very efficient human resource. Study of how to increase organizational trust ofemployees and the effect on the other variables become more and more popular inorganizational psychology areas.In this research, we first discussed the definition and components of organizationaltrust based on an interview study. Then we investigated a sample of 297 employees fromdifferent kinds of organizations to explore the relationship of organizational trust, psychological contract breaches, organizational citizenship behaviors and turnoverintension. We used SPSS 11.5 to analyze the data of survey. The main results weresummarized as the follows:(1) The structure of organizational trust in Chinese organization was composed of fourfactors. There were ablity, benevolence, integrity and openness.(2) Psychological contract breaches were negative linear relationships withorganizational trust. Specifically, relational contract and development contractbreaches were negative with all four components of trust and transactional contractbreach was negative with ablity, benevolence and integrity components.(3) Attribution was not a moderate variable between psychological contract breaches andorganizational trust. However attribution had main effect on organizational trust. When employees attributed the reasons of psychological contract breaches to whatorganizations could control, the negative effects were most serious. When employeesattributed the reasons of psychological contract breaches to what themselves coulddid, the negative effects were less. When employees attributed the reasons ofpsychological breaches to what organizations could not control, the negative effectswere least serious.(4) Organiational trust was negative with in-role performance, organizational citizenshipbehaviors directed toward the whole organization, organizational citizenshipbehaviors directed toward others and turnover intension.(5) Organiational trust was the mediate variable between psychological contract breachesand in-role performance, organizational citizenship behaviors directed toward thewhole organization, organizational citizenship behaviors directed toward others andturnover intension.(6) There were significant differences of organizational trust in the different demographicvariables such as characteristics of organization, gende, age and position.