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When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case seeks to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

When employees believe in and trust their management it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager‐employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypothesis regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization and introducing employee empowerment practices.

Owing to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees’ welfare, job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, turnover intentions and highlight the impact of these factors on organizational performance.

When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, and benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

Due to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees' welfare.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

This study is based on the premise that Soviet civilization represented a concerted effort to harness emotions to an ideological cause, to reshape human affect according to the Communist Party's political agenda. Even though these efforts largely failed, they left deep scars on the Russian psyche. The emotional culture that evolved during some 75 years of Soviet rule continues to persist after the coercive institutions supporting it have broken down, and this inertia greatly complicates the transition to a democratic society in Russia.

The purpose of this paper is to question the periodization of Russian political and economic development that sees a break occurring between the Yeltsin and Putin presidencies. It does this by looking at how political problems common to late developing nations influenced the development of reform programs in Russia under its first two presidents.

The paper applies concepts from the literature on development to Russia, using it as a case study to develop an alternative historical narrative on Russian political economy.

The paper finds that there was more continuity in political conditions between Yeltsin and Putin and that economic change in Russia under Putin was not achieved because a political consensus over economic policy developed but because the wealth generated by hydrocarbon exports enabled Putin to buy support. Whilst this has meant that there was less contest over economic policy during the Putin presidency, it is far from certain whether this means of managing the economy can last over the longer term if the price of oil declines.

The paper demonstrates the need for political reform in Russia as a condition of economic change, something that is beginning to be taken seriously in Russian political circles after the experience of economic crisis that followed Putin.