The impact of coworker justice on interpersonal behavior: do different types of trust make a difference?

Abstract

Purpose – Based on social exchange theory, this study aims to examine how affective and cognitive trust in coworkers serve as two distinct psychological mechanisms that link coworker justice to employee engagement in forms of interpersonal citizenship and deviant behaviors. Design/methodology/approach – Multiple-source data were collected through a field study from 174 full-time employees and their supervisors in South Korea. Data were analyzed using structural equation modeling. Findings – Coworker justice is positively related to two types of trust in coworkers: affective and cognitive trust. Moreover, affective trust in coworkers mediates the relationship between coworker justice and interpersonal citizenship behavior, while cognitive trust in coworkers mediates the relationship between coworker justice and interpersonal deviant behavior. Practical implications – Organizations should promote coworker justice and recognize its role in fostering trust in coworkers. Encouraging integrity and personal responsibility can help prevent low cognitive trust from leading to harmful behaviors toward coworkers. Implementing training programs that strengthen emotional bonds, such as team-building exercises and empathy training, can foster voluntary and supportive behavior among coworkers. Originality/value – This study emphasizes the significance of coworker justice as a socioemotional resource that shapes trust in coworkers and influences interpersonal behaviors. It offers valuable insights into how coworker justice affects employee behavior through two distinct mechanisms by examining the mediating roles of affective and cognitive trust in coworkers.