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PerceivedOrganizationalJustice,Trust,andOCB:AStudyofChineseWorkersinJointVenturesandState-ownedEnterprisesYUI-TIMWONGDepartmentofManagementLingnanUniversityTuenMun,N.T.,HongKongE-mail:[e-mail]-YUENGOandCHI-SUMWONGDepartmentofManagementTheChineseUniversityofHongKongShatin,N.T.,HongKongE-mail:[e-mail]&[e-mail],2004CorrespondenceAddress:Dr.Yui-timWong,DepartmentofManagement,LingnanUniversity,TuenMun,N.T.,HongKong.iPerceivedOrganizationalJustice,Trust,andOCB:AStudyofChineseWorkersinJointVenturesandState-ownedEnterprisesAbstractInthisstudy,weinvestigatetherelationshipsofperceivedorganizationaljustice,trust,andorganizationalcitizenshipbehavior(OCB)amongChineseworkersinjointventures(JVs)andstate-ownedenterprises(SOEs).Wedevelopamodelthatconsidersdistributivejusticeandproceduraljusticeasantecedentsoftrustinorganization,andinteractionaljusticeasanantecedentoftrustinsupervisor.Thesetwotypesoftrustareexpectedtoaffectworkers’OCB.WehypothesizethatdistributivejusticehasastrongereffectontrustinorganizationinSOEsthaninJVs,whileproceduraljusticehasastrongereffectontrustinorganizationinJVsthaninSOEs.Besides,theeffectoftrustinsupervisoronOCBishypothesizedtobestrongerinJVsthaninSOEs.Weanalyzedatacollectedfrom295and253supervisor-subordinatedyadsinaJVandaSOErespectively,andtheresultssupportourhypotheses.Thetheoreticalandpracticalimplicationsofthisstudyarediscussed.Keywords:organizationaljustice,trustinorganization,trustinsupervisor,organizationalcitizenshipbehavior,Chineseworkers2Trustandorganizationaljusticeareimportantfociofstudyinmanagementresearch.Trustenablescooperativebehavior,reducesconflict,anddecreasestransactioncostsatwork(Rousseauetal.,1998).Ithasbeendemonstratedtobeanimportantpredictorofcertainorganizationaloutcomessuchasorganizationalcommitment(CookandWall,1980)andorganizationalcitizenshipbehavior(KonovskyandPugh,1994,VanDyneetal.,2000).Organizationaljustice,whichincludesdistributivejustice,proceduraljusticeandinteractionaljustice,hasbeenfoundtoberelatedtoemployees’commitmentandtrustinorganization(AlexanderandRuderman,1987;CropanzanoandFolger,1991;SweeneyandMcFarlin,1993).MostofthepreviousstudiesontrustandorganizationaljusticewereconductedinWesterncountries.Thegeneralizabilityofthesefindingstootherpartsoftheworldisinquestion.Morecross-culturalstudiesinthisareaofresearcharecalledfor.Inviewofitsuniqueculturaltraditions(Earley,1989;Warner,1993)andsweepingeconomicreformduringthepasttwodecades,thePeople’sRepublicofChina(PRC)providesagoodresearchsettingforstudyinghoworganizationaljusticeandtrustaffectworkbehaviorsofworkerswhoareemployedindifferenttypesoforganization.Themainpurposeofthisstudyistoexploretherelationshipsofperceivedorganizationaljustice,trust,andorganizationalcitizenshipbehavior(OCB)amongChineseemployeesworkinginjointventures(JVs)andstate-ownedenterprises(SOEs).Amodelisproposedthatlinkstrustinorganizationwithdistributivejusticeandproceduraljustice,andtrustinsupervisorwithinteractionaljustice.TrustinorganizationandtrustinsupervisorarethenlinkedtoOCB.Additionally,weexpecttheeffectofdistributivejusticeandproceduraljusticeisdifferentinJVsandSOEs.TheeffectoftrustinsupervisoronOCBisalsoexpectedtobedifferentinthesetwotypesoforganization.Severalhypothesesarederivedfromourmodelandtestedwithdatacollectedfrom295and253supervisor-subordinatedyadsinaJVandaSOE.3ThisstudyenhancesourunderstandingoftherolesoforganizationaljusticeandtrustintheChineseworkplace,andprovidessomepracticalimplicationsformanagingChineseworkers.BACKGROUNDANDHYPOTHESESChinaprovidesanexcellentresearchsitetotestourmodel,owingtothespecificcombinationofprivateandpublicbusinessorganizationsinitseconomy.SOEsaretypicallylargeorganizations,concentratedinthesectorsthataregivenpriorityunderthecentralplanningsystem.Theiroperationandmanagementarestronglyinfluencedbythegovernmentpolicies.Duringthepasttwodecades,thankstotheopendoorandeconomicliberalizationpolicy,moreforeign-investedfirmshavebeensetupinChina.JVwasformedbyalocalenterpriseandaforeignpartner,withthepurposesofintroducingnewtechnologyanddevelopingnewproductsandmarkets.ThemanagementandgovernancestructureofJVsareremarkablydifferentfromSOEs.Distributivejusticereferstothefairnessofoutcomesreceived.Paststudiesshowedthatitisrelatedmorestronglytoreactionstospecificoutcomes,butlessstronglytoreactionstotheorganizations(FolgerandKonnosky,1989;SweeneyandMcFarlin,1993).Proceduraljusticereferstothefairnessoftheprocessbywhichadecisionismade(Konnovsky,2000),suchastheamountofemployeevoice(FolgerandLewis,1993).Ittendstobeabetterpredictorofreactionstotheorganizationasawholeanduppermanagement(FolgerandKonnovsky,1989).Pastresearchregardingtheimpactsofdistributiveandproceduraljusticeontrustwasmixed.Someresearchershaveshownthatdistributivejusticedoesnotsignificantlyimpactontrust(e.g.,KonovskyandPugh,1994).However,Kumar,Scheer,andSteenkamp(1995)foundthatbothproceduraljusticeanddistributivejusticecontributetorelationshipquality,andproceduraljusticeappearstobeamoreimportantde