Abstract
In the present study, we tested the relationship between organizational trust and engagement. The study investigated how the three factors of organizational trust including trust in management, trust in supervisor and trust in coworkers can predict work engagement. The study collected data through sampling employees working in the retail food businesses in Sweden via social media. The study applied structural equation modelling on the final sample of 199 to test the three factors of organizational trust and their relationship with work engagement and found significant positive results for all. The study found that employees who expressed trust in the top management resulted in enhancing their work engagement. Furthermore, employees who had trust in their immediate supervisors for their facilitation, support and acknowledgement were also able to boost their engagement. Lastly, trust in coworkers also helped employees to enhance their work well-being, in other words predicting work engagement. The study offers discussion on the findings, implications, and recommendations for future research.
Highlights
To survive and sustain in the competitive environment, especially in turbulent times like Pandemic, organizations need to retain competitive workforce capable and willing to do more (Darwish et al, 2020; Meynaar et al, 2021)
Studies have reported that employees who are engaged with work strive the hardest and give better results compared to others (Bakker et al, 2012)
ACDMHR 2021, Vol 3, No 2 tested the importance and significance of organizational trust factors in predicting work engagement (Chughtai & Buckley, 2011; Nigah et al, 2012). Are these trust factors still relevant to enhance employee work well-being like engagement in the time of global crisis such as COVID-19? the present study attempted to test how the three factors of organizational trust correlate and translate into predicting work engagement
Summary
To survive and sustain in the competitive environment, especially in turbulent times like Pandemic, organizations need to retain competitive workforce capable and willing to do more (Darwish et al, 2020; Meynaar et al, 2021). ACDMHR 2021, Vol 3, No 2 tested the importance and significance of organizational trust factors in predicting work engagement (Chughtai & Buckley, 2011; Nigah et al, 2012). Are these trust factors still relevant to enhance employee work well-being like engagement in the time of global crisis such as COVID-19? The present study attempted to test how the three factors of organizational trust correlate and translate into predicting work engagement. The later sections discuss the concept of work engagement, predictors of engagement and its benefits, organizational trust, its significance and vitality. We provide details about analysis and results from the structural equation modelling for the three hypotheses tested in the present study
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