The Effect of Organization Justice, Trust toward Work Enggament o

Employee in Jakarta Indonesia

H. Murtiman

, Yetti Supriyati

and Abdul Hadi Djamal

Human Resources Management, Faculty of Post-Graduate, Universitas Negeri Jakarta, Indonesia

Keywords: Organizational Justice, Transformational leadership

Abstract: The objective of this causal research was to obtain information concerning: (1) the effect of organizational

justice toward work engagement; (2) the effect of trust toward work engagement; and (3) the effect of

organizational justice toward trust. The research was conducted by using a survey method with path analysis

of testing hypothesis. In this research, principals of employees on Jakarta has been choosen as a unit

analysis and 72 samples of principals were selected randomly. The results of the research are as follows: (1)

there is a direct positive effect of organizational justice toward work engagement; (2) there is a direct

positive effect of trust toward work engagement; and (3) there is a direct positive effect of organizational

justice toward trust. Implications of research efforts to improve the work engagement of Jakarta, the

increased, the organizational justice and trust.

1 INTRODUCTION

Human resources (HR) is a very important factor for

the progress of the organization, the company and

the state. It is the key to determine organizational,

enterprise and country development. In plain view,

human resources (HR) is employed in an institution

as a driver, thinker, and implementer in order to

achieve the goals of the institution. Thus, sooner or

later the achievement of corporate goals, depending

on the human resources employed. HR is seen not

merely as a major asset, but a multipliable and

multipliable asset, developed (compared to

investment portfolio) and not vice versa as liability

(expense or cost). This is where the perspective of

HR as an investment for institutions or organizations

more prominent (Stephens & Greer, 1995).

Job involvement is a key factor that determines

the success of a company in achieving the

effectiveness of work performance and productivity

of a company, so the company is required to build

increased job involvement as an effort to achieve the

goals to be achieved.

Newstrom stated, Job Involvement is the degree

to which employees immerse themselves in their

jobs, invest time and energy immerse and view work

as a central part of their overall lives. Job-involved

employees are likely to believe in the work ethic, to

exhibit high growth needs, and to enjoy participation

in decision making (Wildschut et al., 2015).

Furthermore, Newstrom stated Job Involvement is

the degree to which employees immerse themselves

in their jobs, invest time and energy immerse and

view work as a central part of their overall lives.

Job-involved employees are likely to believe in the

work ethic, to exhibit high growth needs, and to

enjoy participation in decision making (Wildschut et

al., 2015).

Many factors influence and are related to job

involvement, two factors including organizational

justice and organizational trust. Both of these factors

have a significant influence on employee job

involvement in the management of the company. So

that in managing the company is required to build

organizational justice and organizational trust as an

effective strategy in optimizing the involvement of

employee organizations within the company.

Organizational justice is the perception of

organizational members about how they are treated

fairly in the organization they work in, both

perceptions of distributive justice, procedural justice,

interactional justice, and informational justice.

Luthan argue about, a perception of distributive

justice, which is an individuals cognitive evaluation

regarding whether or not the amounts and a¬location

Murtiman, H., Supriyati, Y. and Djamal, A.

The Effect of Organization Justice, Trust toward Work Enggament of Employee in Jakarta Indonesia.

DOI: 10.5220/0009511309130921

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 913-921

ISBN: 978-989-758-432-9

913

of rewards in a social setting are fair. In simple

terms, distributive justice is one’s belief that

everyone should get what they deserve culturally

(Luthans, 2011).

A person's assessment of organizational justice is

influenced by fair decisions. This fair decision

influences satisfaction and commitment. Rachmaisca

stated that organizational justice has a positive and

significant influence on job involvement. Related to

this view, meanwhile Schermerhorn : “Interactional

justice is the degree to which the people affected by

a decision are treated with dignity and respect”

(Serap Altuntas, 2010). “Job involvement as the

degree to which a person is identified

psychologically with their work or the importance of

work in their whole self-image” (Mccandliss,

Cohen, & Dehaene, 2003).

From the above thoughts, it can be stated that

organizational justice has a positive direct effect on

job involvement. Another aspect that also influences

organizational involvement is employee trust in the

organization. Trust in organizations is the will of

organizational members to surrender themselves to

the authority of the organization by realizing the

positive expectations of the members of the

organization. Trust in organizations grows along

with aspects: organizational integrity, organizational

competence, organizational loyalty and

organizational loyalty. Bussing explains employee

trust in the organization can affect the job

involvement of employees, (Andre Bussing, 2002).

Newstrom stated “without trust, confidence is the

integrity, ability and truthfulness of others team

members will feel insecure stressed and reserved”

(John W. Newstrom, 2011b). Greenberg, Trust is the

belief in one's word and action on other (Broides,

Dagan, Greenberg, Givon-lavi, & Leibovitz, 2009).

When employees have high trust in the company,

they will care about the future and success of the

company and understand their role and try to do the

best for the company.

The research conducted by Widjajani, Nimran,

and Utami proved that trust in companies has a

significant influence on job involvement (Roos

Widjajanti, Umar Nimran, 2017). The results of this

study prove that trust in the company perceived by

employees will increase employee engagement

which is a form of employee commitment to carry

out their duties thoroughly. Thus, trust in

organizations plays an important role in the

company, especially in creating involvement or

commitment.

Organizational trust has a positive impact on

increasing motivation, organizational commitment

and job satisfaction. Trust of employees in the

organization continues to meet employee

expectations in creating a reciprocal relationship

between trust and fairness of the organization.

Organizational justice is the main requirement in

understanding the effectiveness of organizational

functions and satisfaction of employees (Shadi

Mahmoudi & Hassani, 2014).

Barrow, Ardakani, Harooni, and Pour proved

that there is a relationship between organizational

justice and job involvement; and organizational

justice has a positive influence on trust in the

organization (Had A. Barrow, Mohammad Shaker

Ardakani, 2013). According to Bies, the assessment

of justice is also based on the quality of

interpersonal treatment received during the

procedure to execute the policy and the assessment

will affect the attitudes and behavior of individuals

(Robert J. Bies, 2005). Masterson added that by

showing interactional justice, it would have a

significant effect on employee confidence

(Masterson & Taylor, 2019).

The internal control system in the company must

be effective so as to create conducive working

conditions through the application of equitable

justice to all employees which implies reducing

employee motivation to cheat or actions that cannot

be trusted. Because the injustices felt by employees

will become a pressure and encourage someone to

commit fraud (Lisa Amelia Herman, 2013). If justice

for employees is fulfilled well then the productivity

and work results of employees will increase and

eliminate the motivation to take actions that harm

the company so as to encourage the achievement of

the objectives that have been set (Pennington,

Beasley, Dicker, & English, 2014). Aren, Elder, and

Beasley state that cheating and declining

performance of employees occur because of

motivation as an incentive to commit fraud caused

by pressure in the offender, whether in the form of

financial problems, bad behavior or a less conducive

work environment (Pennington et al., 2014).

According to Lawler, when a person gets unfair

treatment, it will lead to jealousy among employees

and they will fight resistance or respond to lying and

cheating (Indah Suhartini, 2011).

The above thinking indicates that organizational

justice affects trust. Employees who get

organizational justice will have high trust in both the

organization, leadership and organization regulation.

From the description above, researchers consider

it important to conduct research on The Effect of

Organization Justice, Trust Towards Work

Engineering of Employees in Jakarta, Indonesia.

The problems in this study are: (1) Is there an

effect of organizational justice toward work

engagement of employee on Jakarta in Indonesia?

(2) Is there an effect trust in work enggament of

employee on Jakarta in Indonesia? (3) Is there an

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

914

effect of justice organization toward trust of

employee on Jakarta in Indonesia?

2 THEORICAL FRAMEWORK

2.1 Job Involvement

Human resources (HR) is one of the important

production factors that determine the development

of an organization. This can happen because all

organizational activities will be carried out by HR or

employees. Therefore, it can be said that the success

or failure of achieving organizational goals will be

determined by the involvement of employees in

organizational activities.

Newstrom stated, Job Involvement is the degree

to which employees immerse themselves in their

jobs, invest time and energy immerse and view work

as a central part of their overall lives. Job-involved

employees are likely to believe in the work ethic, to

exhibit high growth needs, and to enjoy participation

in decision making (John W. Newstrom, 2011a).

Schermerhorn et al. stated that Job involvement,

which is defined as the extent to which an individual

is dedicated to a job. Someone with high job

involvement psychologically identifies with her or

his job, and, for example, would be expected to

work beyond expectations to complete a special

project (John R. Schermerhorn, James G. Hunt,

2004).

Robbins dan Coulter added that Job involvement

is the degree to which an employee identifies with

his or her job, actively participates in it, and

considers his or her job performance to be important

to his or her self-worth. Employees with a high level

of job involvement strongly identify with and really

care about the kind of work they do (Stephen P.

Robbins, 2007). Their positive attitude leads them to

contribute in positive ways to their work. High

levels of job involvement have been found to be

related to fewer absences, lower resignation rates,

and higher employee engagement with their work

(Stephen P. Robbins, 2007).

Rabinowitz and Hall stated “Job involvement as

the degree to which a person is identified

psychologically with their work or the importance of

work in their whole self-image” (Aaron Cohen,

2003). Robbins dan Judge berpendapat, Job

involvement the degree to which a person identifies

with a job, actively participates in it, and considers

performance important to self worth. Employees

with a high level of job involvement strongly

identify with and really care about the kind of work

they do (Stephen P. Robbins, 2005).

Judge dan Robbins, sated, the investment of an

employee’s physical, cognitive, and emotional

energies into job performance. Practicing managers

and scholars alike have lately become interested in

facilitating job engagement, believing something

deeper than liking a job or finding it interesting

drives performance (Robbins & Judge, 2014).

Based on the above definition, it can be

concluded that work involvement is when work is

the center of life for someone, when someone

actively participates in his work, when performance

is part of his self-esteem, when someone feels

performance as a concept of his life.

2.2 Organizational Justice

Organizational justice is one of the concepts in

organizational behavior that continues to develop

today. The results of various studies and reviews of

the concept of organizational justice show that this

concept plays an important role in determining the

various attitudes and behavior of individuals towards

the company. Some of the following expert opinions

reveal the definition of organizational justice.

Kreitner dan Kinicki stated, Justice reflect the

extent to which people perceive that they are treated

fairly at work This in turn, to the identification of

there different components of organizational justice;

distributive, procedural and interactional (Tiur Asi

Siburian, 2013). Robbins and Judge revealed that

organizational justice is overall perception of what is

fair in the workplace (Robbins & Judge, 2014).

Example: I think this is a fair place to work. An

overall perception of what is fair in the workplace,

composed of distributive, procedural, and

interactional justice (Robbins & Judge, 2014).

Based on the opinions mentioned above, it can

be concluded that organizational justice is divided

into four dimensions, among others: 1) distributive

justice, 2) procedural justice, 3) interactional justice

and 4) informational justice.

Distributive justice according to Schermerhom et

al, Organizational justice is an issue of how fair and

equitable people view workplace practices (John R.

Schermerhorn, James G. Hunt, 2004). One of the

basic elements of equity theory is the fairness with

which people perceive they are being treated. This

raises an issue in organizational behavior known as

organizational justice—how fair and equitable

people view the practices of their workplace. In

ethics, the justice view of moral reasoning considers

behavior to be ethical when it is fair and impartial in

the treatment of people. Organizational justice

The Effect of Organization Justice, Trust toward Work Enggament of Employee in Jakarta Indonesia

915

notions are important in OB, and in respect to equity

theory, they emerge along three dimensions.

Procedural justice, distributive justice, and

interactional justice (John R. Schermerhorn, James

G. Hunt, 2004). Whereas George and Jones define,

procedural justice is concerned with the perceived

fairness of the procedures used to make decisions

about the distribution of outcomes. It is not

concerned about the actual distribution of outcomes

(Abbott et al., 2010).

Schermerhorn et al. stated interactional justice is

the degree to which the people affected by a decision

are treated with dignity and respect. Interactional

justice in a sexual harassment case, for example,

may mean that both the accused and accusing parties

believe they have received a complete explanation of

any decision made (John R. Schermerhorn, James G.

Hunt, 2004).

George and Jonnes, stated, informational justice

captures employee perceptions of the extent to

which managers explain their decisions, and the

procedures used to arrive at them, to employees . For

example, managers can explain to employees (1)

how they assess inputs, including time, effort,

education, and previous work experience; (2) how

they appraise performance; and (3) how they decide

to distribute outcomes. When managers describe the

procedures they use to distribute outcomes in an

honest, forthright, and timely manner, when their

explanations are thorough, and when subordinates

perceive these explanations to be well-reasoned,

perceptions of informational justice are likely to be

high.

Based on the conceptual description above, it can

be synthesized that organizational justice is the

employee's perception of the organization's

treatment in treating organizational members fairly.

The indicators are: (1) distributive justice; (2)

procedural justice; (3) interpersonal justice; and (4)

informational justice.

2.3 Trust

Trust is a term that is very popular in the reality of

everyday life both at home, environment, workplace,

place of worship, campus, and in other places in

various situations. But the discussion of trust is not

accompanied by good conceptual and theoretical

understanding.

Colquitt, Lepine, dan Wesson (Jason A. Colquitt,

Jeffrey A. LePine, 2015) argue, "trust is defined as

the willingness to be vulnerable to an authority

based on positive expectations about the authority’s

actions and intentions”. McShare dan Glinow define,

trust is a psychological state comprising the

intention to accept vulnerability based on positive

expectations of the intent or behavior of another

person (M. A. V. Glinow and S. L. McShare, 2010).

A high level of trust occurs when others affect you

in situations where you are at risk, but you believe

they will not harm you (Wakkee, Elfring, &

Monaghan, 2010).

Robbins dan Coulter stated, the trust is defined

as the belief in the integrity, character, and ability of

a leader (Stephen P. Robbins, 2007). Followers who

trust a leader are willing to be vulnerable to the

leader’s actions because they are confident that their

rights and interests will not be abused.

Rousseau et al. (Stephen P. Robbins, 2007)

define that “trust is a psychological state that exists

when you agree to make yourself vulnerable to

another because you have positive expectations

about how things are going to turn out”.

Meanwhile, Fugate and Kinicki argue, trust is a

reciprocal belief that another person will consider

how his or her intentions and behaviors will affect.

To build trust, we can benefit by practicing the

following behaviors for building and maintaining

trust: 1) communication; 2) support; 3) respect; 4)

fairness; 5) predictability; and 6) competence

(Stephen P. Robbins, 2007).

Hellriegel dan Slocum argue, trust maintaining

confidentiality of information shared by others and

not misusing it, a sense of assurance that others will

help when needed and will honor mutual obligations

and commitment (Don Hellriegel, Susan Jackson,

2007).

Based on the description above, it can be stated

that trust is a psychological condition of a person

that creates a desire to depend and have confidence

in others. The indicators are: (1) integrity; (2)

competence; (3) consistency; and (4) loyalty.

3 RESEARCH METHOD

The method used in this research is used survey

method (Donna M. Mertens, 2014), (Dean McKay,

2008) that is doing direct research at a employee in

Jakarta of Indonesia. Data collection tool used is

questionnaire. The research data was collected by

used the researcher developed questioner and given

to the sample from the population (Musringudin,

Akba, & Karnati, 2017). The research respondents

are employee in Jakarta of Indonesia with 72

employee and the sample is determined by using

cluster random sampling technique. The variable of

work enggament as dependent variable, while the

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

916

variable of organization Justice and Trust as

independent variable.

Questionnaire of organization Justice, Trust and

work enggament model validated by product

moment correlation formula, while reliability is

measured by Alpha Cronbach formula (Tavakol &

Dennick, 2011), (Gliem & Gliem, 2003), (Tavakol

& Dennick, 2011), (Lee J. Cronbach, 1951). Data

analysis using simple correlation and regression

techniques.

4 ANALYSIS

4.1 Directly Positive Organizations Influence

Positively to Job Engagement

The statistical hypothesis tested is directly

influencing Positive Organizational Justice (X1) on

Job Engagement (X3).

Based on the Anova or Ftest, the Fcount is 18.32

and Ftable is 7,01. Since 18,32 is much bigger than

17,01, the regression model can be used to predict

Job Engagement.

Table 1: Data Calculation

Source

Varians

Count

Table

α = 0,05 α = 0,01

Total 72 447168 652,81

254,01

18.32 3,98

7,01

egresion a

egresion b/a

esidual

424734,72

4652,81

17780,47

2,46

suitable

rro

11058,22

6722,25

240.40

280.09

0.858 1,87

Based on the result of the analysis of the

influence of Organizational Justice (X1) to Job

Involvement (X3), the coefficient of ρ31 path is

0,307 with tcount = 2,60, while table value = 1,99 (α

= 0,05; dk = 69). Therefore tcount> table, then H0 is

rejected, H1 accepted. Thus it can be concluded that

Organizational Justice has a direct positive effect on

Job Involvement.

4.2 The Effect Direct Positive Effect of Trust

on Job Involvement.

Statistical hypothesis tested is positive direct

positive effect of Trust (X2) on Job Involvement

(X3).

Based on the Anova or Ftest, the Fcount is 17.92

and Ftable is 7,01. Since 17,92 is much bigger than

17,01, the regression model can be used to predict

Job Engagement.

Based on the result of path analysis of the

influence of trust (X2) on Job involvement (X3), the

path coefficient ρ32 is 0,299 with tcount = 2,53,

while ttable value = 1,99 (α = 0,05; dk = 69).

Therefore, t count> t table, then H0 is rejected, H1

accepted. Thus, it can be concluded that trust has a

direct positive effect on Job Engagement.

Table 2: Data Calculation

Source

Varians

Count

Table

α = 0,05 α = 0,01

Total 72 447168

4571,62

17.92 3,98

7,01

egresion a

egresi b/a

esidual

424734,72

4571,62

17861,66

suitable

rro

11949,30

5912,36

277.89

218,98

1,269 1,83

2,37

4.3 The Directly Positive Influence of

Organizational Justice to Trust.

The statistical hypothesis tested is directly positive

influence of Organizational Justice (X1) to Trust

(X2).

Based on the Anova or Ftest, the Fcount is 22.88

and Ftable is 7,01. Since 18,32 is much bigger than

7,01, the regression model can be used to predict Job

Engagement.

The Effect of Organization Justice, Trust toward Work Enggament of Employee in Jakarta Indonesia

917

Table 3: Data Calculation

Source

Varians

Count

Table

α =

0,05

α =

0,01

Total 72 447168

4571,62

17.92 3,98

7,01

egresion a

egresi b/a

Residual

424734,72

4571,62

17861,66

nsuitable

rro

11949,30

5912,36

277.89

218,98

1,269 1,83

2,37

Based on the result of path analysis of the

influence of Organizational Justice (X1) to Trust

(X2), the path coefficient ρ21 is 0,496 with tcount =

4,78, while ttable value = 1,99 (α = 0,05; dk = 70).

Therefore tcount> ttable, then H0 is rejected, H1

accepted. Thus it can be concluded that

Organizational Justice has a direct positive effect on

Trust.

5 CONCLUSIONS

5.1 Directly Positive Organizations Influence

Positively to Job Engagement

From the results of the second hypothesis testing can

be concluded that there is a direct positive influence

of organizational justice on job involvement with the

value of correlation coefficient of 0.455 and the

coefficient value of the path of 0.307. Such results

can be understood considering organizational justice

is needed in supporting the success of the

organization, especially increasing employee

engagement. This can be seen from Luthans'

statement about Equity, Equity theory serves the

foundation for the common thread of perceived

faimess among these dimension of justice. Recent

theory development specifies the-equity theory and

be extended in to what is now commonly known as

organizational justice (Silverthorne, 2005).

Equity theory serves the foundation for the

common thread of perceived faimess among these

dimension of justice for example equity theory

explains condition under which decision outcomes

(pay levels, pay raises, and promotion) are perceived

as being fair or unfair. Person engaged in this type of

thinking examine the results as opposed to how

those results were achived. Equity theory supports a

perception of distributive justice, which is an

individuals cognitive evaluation regarding whether

or not the amounts and a¬location of rewards in a

social setting are fair. In simple terms, distributive

justice is one’s belief that everyone should get what

they deserve culturally (Luthans, 2011), (Sommer,

Bae, & Luthans, 1996).

Equity theory is a common ground for measuring

fairness in an organization. The latest development

of this theory (Equity Theory) determined that

equity theory is now known as organizational

justice. For example, equity theory explains the

conditions under which decisions on rate increases,

salary increases, promotions, are considered fair and

unjust measures. The result of meta-analysis

research shows that employee perception about

distributive justice has an effect on job involvement

in work and employee commitment.

With the results of statistical testing, it further

strengthens the theories that explain that

organizational justice has a direct positive effect on

job involvement.

5.2 Positive Direct Positive Trust on Job

Engagement

From the results of testing the second hypothesis can

be concluded that there is a direct positive influence

of Trust on Job Involvement with the value of

correlation coefficient of 0.451 and the value of the

coefficient of the path of 0.299. This implies that the

trust given by the organization or employees who

believe in the organization where they work will

increase the employment involvement of PT.

Pulogadung Steel Jakarta. Such results can be

understood given the trust is needed in supporting

the success of the organization, especially increasing

employee engagement. This can be seen from

Bussing's statement that explains employees' trust in

the organization can affect employee's employee

engagement.

Another potensial consequence of trust in

invoelvement in work and job. While organizational

commitment is by definition directed to the

organization as a whole or parts of it, involvement

has to do with one's work or with one's present job

in an organization. The diffrentiations in many form

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

918

of self-employment is associated with what is called

"work as a central life interest"; job involvement is a

specific belief regarding one's relathionship to one

present job. Therefore, job involvement focusses on

the centrality of work in one's own life and thus is a

normative belief about the value of work in one's

life. Against, this background job involvement can

be defined as a belief which is contemporaneously

caused whereas (Andre Bussing, 2002).

Another potential consequence of trust is the

involvement of a person in performing his or her

work. Meanwhile, the definition of organizational

commitment is the direction of the organization as a

whole or part of it, the involvement of work between

a person and an organization. While employment

engagement is associated with what is called work

as a center of one's activity, where job involvement

is a continuous belief or trust.

With the results of statistical testing, it further

strengthens the theories that explain that trust has a

direct positive effect on employment involvement.

5.3 Organizational Justice Influential Direct

Positive to Trust

From the results of the first hypothesis testing can be

concluded that there is a direct influence Positive

Organizational Justice on Trust with the value of

correlation coefficient of 0.496 and coefficient value

of 0.496. This gives the meaning of organizational

justice will increase employee confidence in PT.

Pulogadung Steel Jakarta. Such results can be

understood given the organization's justice is needed

in supporting the success of the organization,

especially improving employee confidence. This can

be seen from the statement Robbins and Coulter

define, trust is defined as the belief in the integrity,

character, and ability of a leader. Followers who

trust a leader are willing to be vulnerable to the

leader’s actions because they are confident that their

rights and interests will not be abused (Robbins &

Judge, 2014).

Trust is defined as a belief in the integrity,

character, and ability of a leader. Subordinates who

trust their bosses will be vulnerable to the actions of

their superiors because they have the confidence that

their rights and interests will not be misused.

Organizational behavioralists identify the five

dimensions that shape the concept of trust, namely:

integrity, competence, consistency, loyalty,

openness. Integrity is a concept related to

consistency in behavior or actions, values, methods,

measures, principles, expectations and the resulting

things. Individuals with integrity have a straight

person and strong character. The integrity of the

members of the organization and/or the employer

will automatically apply the system of justice to the

organization. Organizational trust has a positive

impact on increasing motivation, organizational

commitment and job satisfaction. Employee

confidence in the organization continues to meet

employee expectations in creating a reciprocal

relationship between organizational trust and justice.

Organizational justice is a key requirement in

understanding the effectiveness of organizational

functions and employee satisfaction (Shadi

Mahmoudi & Hassani, 2014). When individuals feel

an injustice, then their morale will come down and

allow them to abandon their job responsibilities. If

an employee has discarded his or her

responsibilities, then the consequences that will be

incurred by the organization are decreased

productivity, the incidence of turnover intention, and

increased number of employee absenteeism.

With the results of statistical testing, it further

strengthens the theories that explain that

organizational justice has a direct positive effect on

trust.

6 CONCLUSIONS

The conclusions of this research are as follows: first,

the improvement and improvement of organizational

fairness applied by the company will lead to

increased employee engagement (Cropanzano,

Byrne, Bobocel, & Rupp, 2001). Second,

improvement and improvement of employee

confidence in the company will lead to increased

employee engagement (Macey & Schneider, 2008).

Third, Improvement and improvement of

organizational fairness applied by the company will

lead to increased employee confidence in the

company (Jong & Wetzels, 2002), (Linjuan Rita

Men, 2012).

ACKNOWLEGDEMENT

I wish to exend my appreciation to my supervisors

for almost 6 years of guiding, sharing knowledge,

and also for their excellence supervision during my

study period as a postgraduate student. Special

gratitude dedicated to my friend for his ideas and

advice. Without his support, the completion of this

research article would never be possible.

The Effect of Organization Justice, Trust toward Work Enggament of Employee in Jakarta Indonesia

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