Ole Kristian Sandnes Håvold, Jon Ivar Håvold and Richard Glavee-Geo
To investigate the relationship between trust in leaders and work satisfaction on work engagement in public hospitals.
Abstract
Purpose
To investigate the relationship between trust in leaders and work satisfaction on work engagement in public hospitals.
Design/methodology/approach
Survey data were collected from 137 employees working in two medium-sized public hospitals. A model based on a review of the literature was developed and tested using variance-based structural equation technique.
Findings
Work engagement is significantly influenced by trust in leaders and work satisfaction. Work satisfaction partially mediates the relationship between trust in leaders and work engagement. Furthermore, personal development, affiliation and belonging and basic needs for job fulfilment significantly influence work satisfaction. Likewise, basic needs for job fulfilment and co-workers' empathy significantly influence trust in leaders.
Practical implications
This study indicates that in public hospitals satisfaction and trust in a leader have a substantial influence on work engagement, highlighting the importance of a good trust relationship in the workplace. It is also important for leaders to understand that increased work engagement leads to a well-motivated workforce, improved work performance, low absence from work due to sick leave and a good patient experience.
Originality/value
Not much research has been done on the direct effects of trust and satisfaction on engagement. Moreover, the study contributes to the existing literature through the development and testing of the “work engagement model”.
Details
Keywords
Jon Ivar Håvold and Ole Kristian Håvold
The purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals.
Abstract
Purpose
The purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals.
Design/methodology/approach
To analyze the links between power, trust and motivation, a framework of social power is tested on measures of trust in managers and motivation. Quantitative data from 137 respondents were collected. Partial least square is used to evaluate the theoretical model.
Findings
Legitimate, referent and reward power has a positive influence on trust, while coercive power has a negative influence on trust. In total, 41.8 per cent of the variation in trust in managers was explained by power. Trust, reward power and expert power explained 30.9 per cent of the variation in motivation.
Practical implications
The research indicates that in knowledge organizations such as hospitals, leaders should be careful in using coercive power. Expert power seems to influence motivation but not trust, while legitimate power seems to influence trust directly and motivation only through trust. Referent power seems to have a weak influence on trust and no direct influence on motivation. Reward power has a very strong influence both on trust and motivation.
Originality/value
It is important for leaders to consider how power can influence trust, motivation and the performance of a health organization. Although this study was conducted in Norway and Finland, the findings may have relevance on a broader scale.