This study furthers the research on work engagement, organizational (on-the-job) embeddedness, and perceived organizational support by examining the relationships between these variables through a mediating factor, trust in leadership. Specifically, the study investigates the role of trust as a mediator between organizational job embeddedness and work engagement, and between perceived organizational support and work engagement. In a sample of 318 local county government employees, findings provide support for the hypothesized relationships. Trust in leadership is strongly related to work engagement; trust partially mediates the relationship between organizational job embeddedness and work engagement, and between perceived organizational support and work engagement. Implications for research and practice are discussed.
A citation was incorrect in the online publication. The in-text citation and reference should appear as: “Trust in the leader was measured by the Schoorman, Mayer, and Davis (2007) 7-item measure.” Reference Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. Academy of Management Review, 32(2), 344–354. The authors apologize for any inconvenience caused.
Tabak, Filiz and Hendy, Nhung T.
"Work Engagement: Trust as a Mediator of the Impact of Organizational Job
Embeddedness and Perceived Organizational Support,"
Organization Management Journal: Vol. 13:
1, Article 4.
Available at: https://scholarship.shu.edu/omj/vol13/iss1/4