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Article
Publication date: 1 March 1996

Brent Colquitt and Brian H. Kleiner

Sexual harassment is a major concern in today's work environment. Employee sexual harassment complaints have increased substantially year after year. This issue is at the…

688

Abstract

Sexual harassment is a major concern in today's work environment. Employee sexual harassment complaints have increased substantially year after year. This issue is at the forefront of today's most sensitive topics in American business. Progressive employers are taking steps towards preventing sexual harassment to increase morale and reduce legal costs.

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Equal Opportunities International, vol. 15 no. 3
Type: Research Article
ISSN: 0261-0159

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Article
Publication date: 18 December 2019

Belén Bande, Pilar Fernández-Ferrín and Sandra Castro-González

Although trust is considered a dyadic and bidirectional phenomenon, the majority of trust research has not considered it as such. The purpose of this paper is to contribute to…

960

Abstract

Purpose

Although trust is considered a dyadic and bidirectional phenomenon, the majority of trust research has not considered it as such. The purpose of this paper is to contribute to closing this research gap by analyzing the influence of supervisor’s propensity to trust on salesperson trust in supervisor, considering the mediating role of servant leadership (SL). Additionally, the authors delve into the relationship between trust in supervisor and salesperson turnover by examining the moderating effect of perceived ethical climate (EC).

Design/methodology/approach

Information was provided by 145 salesperson–supervisor dyads from 145 companies across various industries. SEM and PROCESS procedures were used to test the proposed hypotheses.

Findings

The results indicate that a supervisor’s disposition to trust is positively related to employee trust in the leader via its impact on perceived SL behaviors. However and contrary to the expectations, supervisor’s propensity to trust is found to have a direct negative impact on trust in the supervisor, suggesting the presence of additional mediating variables. Finally, the trust dimension of EC moderates the negative influence of trust on salesperson turnover intentions.

Research limitations/implications

The findings highlight the practical benefits of fostering trust in the workplace and confirm the significant role of trust in the identification of servant leaders. In addition, the study shows that a supervisor’s disposition to trust can have a relevant effect on salesperson’s turnover intentions. Moreover, the results demonstrate the beneficial role of an ethical work climate.

Originality/value

This study offers insight into how to improve the retention of efficient employees and the role of trust, analyzed at a dyadic level, in this process. In addition, the findings suggest why servant leaders adopt this leadership style.

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Personnel Review, vol. 49 no. 6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 9 April 2018

Rachid Zeffane

The purpose of this paper is to examine the impact of age, work experience and gender on individuals’ propensity (inclination or readiness) to trust others.

585

Abstract

Purpose

The purpose of this paper is to examine the impact of age, work experience and gender on individuals’ propensity (inclination or readiness) to trust others.

Design/methodology/approach

The authors gathered literature arguments and developed a basic theoretical model explored through an empirical study. The study uses a sample of 324 retail business owners/operators in the United Arab Emirates. The authors developed and tested three main hypotheses.

Findings

Age has a significant positive impact on the propensity to trust. Work experience has a similar effect, but to a lesser degree. Females are generally less predisposed to trust. However, the impact of age on trust was significant for both males and females.

Research limitations/implications

This study focuses on a small sample of individuals in a single country. A larger multi-context study would be beneficial in verifying the above findings. Also, the concept of trust used in this study is general and focuses mainly on general likelihood/aspirations to trust others. Future research could examine the relationship of age to different aspects of trust and in different circumstances.

Practical implications

The findings of this study have several practical benefits. They draw the attention of human resource management practitioners and policy makers to the importance of age, work experience and gender in shaping trust relationships in both societal and business contexts.

Originality/value

The impact of age (and aging) work and society in general is a growing concern. Despite the number of studies examining trust and the process of trust formation, the relationships between age, gender and trust have been largely overlooked in previous research. This study attempts to address this gap and provides useful evidence likely to inspire further/future research on this issue.

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International Journal of Sociology and Social Policy, vol. 38 no. 3/4
Type: Research Article
ISSN: 0144-333X

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Article
Publication date: 29 November 2011

Aamir Ali Chughtai and Finian Buckley

The present paper aims to explore the effects of state (trust in supervisor) and trait (trust propensity) trust on employees' work engagement. Furthermore, it seeks to investigate…

11053

Abstract

Purpose

The present paper aims to explore the effects of state (trust in supervisor) and trait (trust propensity) trust on employees' work engagement. Furthermore, it seeks to investigate the mediating role of learning goal orientation in the relationship between work engagement and two forms of performance: in‐role job performance and innovative work behaviour.

Design/methodology/approach

Data for this cross sectional survey study were collected from 168 research scientists drawn from six Irish science research centres. Structural equation modelling was used to test the research hypotheses.

Findings

The results suggest that both trust in supervisor and trust propensity were positively and significantly related to work engagement. Additionally, results indicate that learning goal orientation partially mediated the effects of work engagement on in‐role job performance and innovative work behaviour.

Research limitations/implications

This research was limited by two main factors: the cross‐sectional research design, and use of self‐reported questionnaire data. Limitations aside, this study provides evidence that a climate of trust can fuel work engagement, which in turn, is likely to promote learning, innovation and performance.

Originality/value

This paper extends the developing engagement literature in two ways. First, it empirically establishes an association between two facets of trust and work engagement. Second, it highlights the role of learning goal orientation in explaining the linkage between work engagement and job performance.

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Article
Publication date: 28 March 2023

Aamir Ali Chughtai

The purpose of this study is to examine the impact of trust propensity on both objective (salary) and subjective (career satisfaction) indicators of career success and investigate…

168

Abstract

Purpose

The purpose of this study is to examine the impact of trust propensity on both objective (salary) and subjective (career satisfaction) indicators of career success and investigate the mediating role of organizational identification in these relationships.

Design/methodology/approach

The sample for this study consisted of 187 Pakistani employees who were selected from three units of a large footwear company. The research hypotheses were tested through structural equation modelling.

Findings

Results showed that as theorized, organizational identification fully mediated the effects of trust propensity on salary and career satisfaction.

Originality/value

To the best of the author’s knowledge, this is the first study which has explored the effects of trust propensity on objective and subjective measures of career success. Furthermore, this paper highlights one possible pathway in the form of organizational identification through which trust propensity relates to different career outcomes.

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Article
Publication date: 13 November 2019

Frank L.K. Ohemeng, Theresa Obuobisa Darko and Emelia Amoako-Asiedu

An engaged workforce has never been more important than it is now. Research continues to reveal a strong link between engaged employees and employee performance. Consequently…

2174

Abstract

Purpose

An engaged workforce has never been more important than it is now. Research continues to reveal a strong link between engaged employees and employee performance. Consequently, different strategies continue to be developed to enhance employee engagement (EE) in organisations. Unfortunately, many of these strategies have not worked due to the lack of trust that some employees may have towards organisational leaders. Thus, it is argued that the first step in building an effective EE is building trust, which will erode all sorts of suspicion of the intention of leaders in the organisation. Unfortunately, the literature is not clear about how to build such trust, especially in developing countries where the organisational environment is much different from that in developed ones; making the applicability of models in the developed world quite difficulty in these countries. How can public sector leaders build trust in the organisations in an environment where informality appears to be the norm? The purpose of this paper is therefore to ascertain how trust can be built in public organisations.

Design/methodology/approach

In order to answer the research questions, as well as obtain in-depth understanding of what is being done, the authors used the mixed methods approach in the data collection for the paper. In using mixed method data collection, the authors took both quantitative and qualitative approaches. Both qualitative and quantitative data were, however, collected concurrently. This was done for the sake of convenience, as there is little study on how to build trust or, even, EE in the Ghanaian context. The authors set out to explore these issues, and the only way for the authors to do so was to undertake the data collection simultaneously.

Findings

The paper examined critically four main areas to help leadership build trust: credibility, fairness, respect and communication. The study shows that both managers and employees firmly believe in building trust. Leaders were able to discuss the efforts they make to ensure that issues concerning trust building are addressed. At the same time, employees also agreed on the need to strengthen these variables.

Practical implications

The research identifies areas on which both leadership and employees can continually work to help bridge the gap between them if public organisations are to reap the benefits of EE. The authors are convinced that if the issues discussed here are addressed, and parties work on them, individuals will succeed in their own areas, but so will the organisations, which in turn will help in the development of he country.

Originality/value

From a theoretical perspective, it extends the work on EE, and offers new insight into this emerging concept from a developing countries perspective, where informality in the public sector is common. Most of the research on trust and EE has been either qualitative or quantitative in nature. Using the mixed methods approach means the authors will be explaining how both can help us better understand the “how” in building trust in the public sector. Thus, the paper is one of the few papers that have used the mixed methods approach to examine how trust can be built in public organisations.

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International Journal of Public Leadership, vol. 16 no. 1
Type: Research Article
ISSN: 2056-4929

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Article
Publication date: 31 October 2018

Krista Jaakson, Anne Reino and Peter Bernard McClenaghan

Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent…

3153

Abstract

Purpose

Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent. This paper reports on new findings relating to the dynamics of trust and performance in virtual team contexts. The study aims to explore the evolution of trust and its mediating role in determining the performance of virtual teams, as well as to investigate if and how performance itself affected trust.

Design/methodology/approach

The study is based on a longitudinal quantitative survey of 71 international virtual student teams working in four universities in Finland, Estonia, Latvia and Russia.

Findings

In line with swift trust and social norms theory, the authors found that relatively high levels of initial trust did not change over the period of the teams’ projects in general, but in teams where feedback on performance was negative, both trust and trustworthiness declined significantly. Trust had a small mediating effect between group performances in two consecutive measurement points, meaning that past performance had an impact on trust, which in turn impacted the teams’ next performance. However, no mediating effect was present between individual and team performance.

Practical implications

The authors conclude that managing virtual teams should concentrate on team actions and achieving and recognising small quick wins at least as much as dealing with trust, specifically. Negative performance feedback should not deteriorate members’ perception of benevolence and integrity in the team.

Originality/value

The paper distinguishes the dynamics of two trust components and tests new models with these as partial mediators in determining virtual team performance. Importantly, the authors challenge the notion that emotional component of trust, perceived trustworthiness, is less relevant in virtual teams.

Details

Team Performance Management: An International Journal, vol. 25 no. 1/2
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 22 February 2013

Harjit Sekhon, Sanjit Roy, Gurvinder Shergill and Adrian Pritchard

This empirical paper aims to assess the multi-dimensional nature of trust in service relationships. Although trust is deemed to be important for managing service relationships…

2771

Abstract

Purpose

This empirical paper aims to assess the multi-dimensional nature of trust in service relationships. Although trust is deemed to be important for managing service relationships there is a dearth of research looking at its multidimensional nature outside of Western markets.

Design/methodology/approach

The study is undertaken in three countries: UK, Hong Kong and India (September to November 2010). The sample consists of more than 300 sample members from across the three countries with an approximately even split between each.

Findings

The findings show that cognitive trust does not significantly impact affective trust, but the other relationships in the model are supported. Customer ' s disposition to trust impacts both cognitive and overall trust.

Research limitations/implications

The research provides direction for services marketing scholars and practitioners, but there are limitations because not all types of financial institutions are evaluated.

Practical implications

The practical implications of this work are profound given that transnational operations of most retail banks. Understanding trust dimensions aids relationship managers to devise differentiated strategies to build/re-build and maintain long-term trust relationships with customers.

Originality/value

This work extends the understanding of relationships, but by rooting the work in retail banking it provides new insights for academics and practitioners. For service marketing scholars, this study calls into question some of the multi-dimensional nature of trust and for practitioners it can help aid strategy development.

Details

Journal of Services Marketing, vol. 27 no. 1
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 14 September 2015

Dagmara Lewicka and Katarzyna Krot

It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and…

3551

Abstract

Purpose

It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and organisational trust on employee commitment.

Design/methodology/approach

The survey was conducted in Poland among 370 employees in organisations from two sectors of the economy: services and industry. The verification of the theoretical model was performed based on structural equation modelling.

Findings

Research findings made it possible to successfully verify the model of the relationship between the HRM system (practices, process), organisational trust and commitment. The starting point for trust in an organisation followed by commitment is the HRM system. It seems that the impact of the HRM process on creating organisational trust is higher. Research findings have also confirmed a relationship between each type of organisational trust and calculative commitment based on benefits, which is a strong determinant of affective commitment. Organisational trust is, therefore, an intermediary factor because the organisation must build trust in employees first before they become affectively committed.

Originality/value

Current studies have not examined the issue of a mutual relationship between three constructs: perceived HRM practices and process, organisational trust and commitment. What is more, previous research was confined to the constructs analysed holistically without considering their complexity (different types of trust and commitment). In addition, the authors attempted to enrich Allen and Mayer’s (1991) model with a new aspect of the commitment – calculative, which is linked to the benefits received by employees. The authors also identified the mediating influence of the trust and calculative commitment onto the affective commitment.

Details

Industrial Management & Data Systems, vol. 115 no. 8
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 31 May 2013

Aamir Ali Chughtai and Finian Buckley

The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that…

2925

Abstract

Purpose

The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that the link between trust in top management and work engagement will be mediated by organizational identification whereas the relationship between trust in team members and work engagement will be mediated by team psychological safety.

Design/methodology/approach

Survey data were collected from 170 research scientists, drawn from six Irish science research centres. Structural equation modelling was used to test the direct and mediating effects.

Findings

Results revealed that as hypothesised, organizational identification and team psychological safety fully mediated the effects of trust in top management and trust in team members on work engagement respectively.

Research limitations/implications

The cross‐sectional research design and the use of self‐reported data are the main limitations of this research. Additionally, the team psychological safety scale exhibited a relatively low reliability and, therefore, the results should be viewed with caution. Limitations aside, this study demonstrates that science researchers' trust in top management and their fellow team members is likely to be an important driver of work engagement.

Originality/value

This is the first study which has empirically established a link between work engagement and two distinct forms of trust. In addition, it also uncovers the psychological processes through which researchers' trust in top management and their team members can influence work engagement.

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