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Table 7 Results of structural equation modeling

From: Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff

Parameter estimates among latent variables

Path

Path name

Path coefficient

t-Value

Organizational Justice (ξ1) → Organizational Trust (η1) (H1)

γ11

0.49

10.77**

Organizational Justice (ξ1) → Organizational Identification (η2) (H2)

γ21

0.58

27.22**

Organizational Trust (η1) → Organizational Commitment (η3) (H3)

β31

0.62

32.35**

Organizational Identification (η2) → Organizational Commitment (η3) (H4)

β32

0.53

16.73**

Parameter estimates among latent variables and manifest variables

Path

Path name

Path coefficient

t-Value

Organizational Justice (ξ1) → Distributive justice (x1)

λ1

0.56

21.12**

Organizational Justice (ξ1) → Procedural justice (x2)

λ2

0.50

11.29**

Organizational Justice (ξ1) → Interactional justice (x3)

λ3

0.43

6.81**

Organizational Trust (η1) → Hospital trust (y1)

λ4

0.57

23.03**

Organizational Trust (η1) → Supervisory trust (y2)

λ5

0.54

18.21**

Organizational Trust (η1) → Co-worker trust (y3)

λ6

0.52

14.41**

Organizational Identification (η2) → Attractive identification (y4)

λ7

0.59

29.94**

Organizational Identification (η2) → Correlative identification (y5)

λ8

0.46

9.03**

Organizational Commitment (η3) → Affective commitment (y6)

λ9

0.67

36.81**

Organizational Commitment (η3) → Continuance commitment (y7)

λ10

0.55

19.12**

Organizational Commitment (η3) → Normative commitment (y8)

λ11

0.51

13.02**

Direct effect, indirect effect, and total effect among latent variables

Independent variable

Dependent variable

Direct effect

Indirect effect

Total effect

Organizational justice

    
 

Organizational Trust

0.49

0

0.49

 

Organizational Identification

0.58

0

0.58

 

Organizational Commitment

0

0.61

0.61

Organizational trust

    
 

Organizational Commitment

0.62

0

0.62

Organizational identification

    
 

Organizational Commitment

0.53

0

0.53

Results of all the hypotheses and sub-hypotheses

Hypothesis and sub-Hypothesis

Result

Hypothesis 1: Nurses’ organizational justice has a significant positive effect on organizational trust.

Confirmed

Hypothesis 1-1: Nurses’ distributive justice has a significant positive effect on organizational trust.

Confirmed

Hypothesis 1-2: Nurses’ procedural justice has a significant positive effect on organizational trust.

Confirmed

Hypothesis 1-3: Nurses’ interactional justice has a significant positive effect on organizational trust.

Confirmed

Hypothesis 2: Nurses’ organizational justice has a significant positive effect on organizational identification.

Confirmed

Hypothesis 2-1: Nurses’ distributive justice has a significant positive effect on organizational identification.

Confirmed

Hypothesis 2-2: Nurses’ procedural justice has a significant positive effect on organizational identification.

Confirmed

Hypothesis 2-3: Nurses’ interactional justice has a significant positive effect on organizational identification.

Confirmed

Hypothesis 3: Nurses’ organizational trust has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 3-1: Nurses’ hospital trust has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 3-2: Nurses’ supervisory trust has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 3-3: Nurses’ co-worker trust has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 4: Nurses’ organizational identification has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 4-1: Nurses’ attractive identification has a significant positive effect on organizational commitment.

Confirmed

Hypothesis 4-2: Nurses’ correlative identification has a significant positive effect on organizational commitment.

Confirmed

  1. Note. ** p < .01, χ2 / d.f. = 2.62, GFI = .94, AGFI = .89, NFI = .91, RMSR = .029