Examining the Relationship Between Trust and Justice in the Bahraini Civil Service

The aim of this study is to identify the level of application of organizational trust in its dimensions (trust on colleague, trust on supervisor, trust on senior leadership) and organizational justice in its dimensions (distributive, procedural and interactional justice) in the Civil Services Bureau in Kingdom of Bahrain, as well as investigating the relationship between organizational trust and justice. Furthermore, this study depends on descriptive statistics, which includes data that was collected from 295 employees from the Civil Services Bureau through a questionnaire, but only 204 responses were valid to conduct the study. The result of this study showed a positive significant correlation between organizational trust and justice in the Civil Services Bureau. Also, that the dimension of trust in leadership is the most effective dimension in organizational justice, while the dimension of trust in colleagues is the dimension that had no effect on distributive, procedural, and transactional justice in this study. In addition, that there is a statistically significant effect of organizational trust with its three dimensions (trust in supervisor - trust in colleagues - trust in senior leadership) on the development of organizational justice.

I. Introduction

The idea of cognitive trust and its consequences for relationships, organizations, and society at large have been the subject of ongoing research in recent years. For instance, studies have shown that those with greater levels of cognitive trust are more willing to cooperate with others and partake in virtuous actions like lending a helping hand or sharing resources [1]. Also, studies have shown that cognitive trust can foster deeper interpersonal connections by enhancing people's feelings of security and safety in their interactions.