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Original Article

Changes in Perceived Supervisor Embeddedness: Effects on Employees’ Embeddedness, Organizational Trust, and Voice Behavior

  1. Thomas W. H. Ng1,*,
  2. Daniel C. Feldman2

Article first published online: 10 MAR 2013

DOI: 10.1111/peps.12025

Additional Information

How to Cite

Ng, T. W. H. and Feldman, D. C. (2013), Changes in Perceived Supervisor Embeddedness: Effects on Employees’ Embeddedness, Organizational Trust, and Voice Behavior. Personnel Psychology. doi: 10.1111/peps.12025

Author Information

  1. 1

    University of Hong Kong

  2. 2

    University of Georgia

*Correspondence and requests for reprints should be addressed to Thomas W. H. Ng, School of Business, University of Hong Kong, Pok Fu Lam, Hong Kong; tng@business.hku.hk

Publication History

  1. Article first published online: 10 MAR 2013
  2. Accepted manuscript online: 15 JAN 2013 10:45AM EST

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Guided by social information processing theory, this study examines how perceived supervisor embeddedness relates to employees’ own affect toward, attachment to, and behavior within the firm. Data were collected from 338 employees at 3 points in time over a 10-month period. The results supported the proposed model in 3 key ways. First, perceived supervisor embeddedness was directly related to employees’ own embeddedness over time. Second, organizational trust mediated the relationship between perceived supervisor embeddedness and employees’ own embeddedness over time. Third, organizational trust and employee embeddedness were both related to employees’ voice behavior over time.

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