Organizational Trust as a Mediator Between Organizational Justice and Organizational Commitment

DOI 10.66715/jirf/2026.v1.i2.7483 | Original Research | 2026 | Volume 1 | Issue 2 | Page 74-86

P.G. Nishant, Research Scholar, Department of Psychology, L.N Mithila University Darbhanga, Bihar

Organizational Trust as a Mediator Between Organizational Justice and Organizational Commi.

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Abstract

In contemporary organisations, sustaining employee commitment has become increasingly important for achieving organisational effectiveness, productivity, and long-term success. Organisational justice, which reflects employees’ perceptions of fairness in decision processes, resource dispensing, and interpersonal treatment, has been recognised as an important determinant of favourable workplace attitudes however, the mechanisms whereby which organisational justice influences organisational commitment require additional exploration. The present study examines the mediating role of organisational trust in the relationship between organisational justice and employees' organisational commitment. A quantitative cross-sectional research design was utilised, involving employees from diverse organisational settings. Data were collected using standardised instruments to measure organisational justice, organisational trust, and organisational commitment. Statistical analyses, including correlation, regression, and mediation analyses, were conducted to examine the direct and indirect relationships among the study variables. The findings showed that organisational justice was positively associated with both organisational trust and organisational commitment. Employees who perceived higher levels of fair treatment within their organisations reported greater trust in management and stronger commitment toward organisational goals and values. Furthermore, organisational trust significantly mediated the relationship between organisational justice and organisational commitment, indicating that fair organisational practices improve employee commitment largely by creating trust in the organisation and its leadership. The study spotlights the critical role of trust as a psychological mechanism linking perceptions of fairness to employee attachment and loyalty. These results indicate that organisations seeking to strengthen workforce commitment should prioritise transparent procedures, equitable treatment, and ethical managerial practices that cultivate trust among employees. The research contributes to the organisational psychology literature by providing empirical evidence on the interconnected roles of justice, trust, and commitment in workplace settings. Future studies may explore these relationships across various cultural and organisational contexts using longitudinal research designs.

Keywords: Organisational Justice, Organisational Trust & Organisational Commitment