which emphasizes the function of trust and the continuation of a long-lasting employment relationship. Employees tend to have positive assumptions about the actions, words, motives, and decisions in an organization when there is trust established (Lewicki and Bunker 1995). As a result, employees are more likely to have a high level of commitment to the organization and stay longer with them (Cook and Wall 1980). Employees also tend to work harder (Dirks and Ferrin 2001), and have a high level of organizational citizenship behavior in the organization (Wong et al. 2006). The other less favorable by many leadership style is one that is abusive. The abusive leader is based on the hostile, verbal and nonverbal actions aimed at workers under the supervisor. The abusive
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Procedural justice climate refers to how employees perceive if they are being treated fairly in their positions and daily duties. For this reason, the procedural climate is affected by the organizational citizenship behaviors and financial outcome. There have been previous studies that indicate that there is a positive relationship between this type of climate and organizational citizenship behaviors (e.g., Ehrhart 2004; Walumbwa et al. 2010). When employees feel they are being valued and treated fairly, they tend to engage in organizational citizenship behaviors to get emotional benefits that come from recognizing their superior and the organization (Shin, Sun, Choi 2012). The fairness heuristics theory is when employees base their actions on deciding to be selfish or to help others on how they are being judged (Lind 2001). When employees feel, they are being treated fairly, they tend to be more sociable and helpful to others. The collective social exchange theory states that both employees and the organization share organizational citizenship behaviors and the organizations receives a high result for the firm (Gong et al
Procedural justice climate refers to how employees perceive if they are being treated fairly in their positions and daily duties. For this reason, the procedural climate is affected by the organizational citizenship behaviors and financial outcome. There have been previous studies that indicate that there is a positive relationship between this type of climate and organizational citizenship behaviors (e.g., Ehrhart 2004; Walumbwa et al. 2010). When employees feel they are being valued and treated fairly, they tend to engage in organizational citizenship behaviors to get emotional benefits that come from recognizing their superior and the organization (Shin, Sun, Choi 2012). The fairness heuristics theory is when employees base their actions on deciding to be selfish or to help others on how they are being judged (Lind 2001). When employees feel, they are being treated fairly, they tend to be more sociable and helpful to others. The collective social exchange theory states that both employees and the organization share organizational citizenship behaviors and the organizations receives a high result for the firm (Gong et al