Employee Trust In Organization Research Articles

호텔 기업의 사회적 책임(CSR)이 재무적 성과에 미치는 영향 : 조직신뢰의 매개효과를 중심으로

The purpose of this study was to examine the effect of CSR in hotel companies on the financial performance and organizational trust of employees. To this end, this study aimed to classify corporate social responsibility activities into economical, legal, ethical, and charitable responsibilities, and to examine the effect on corporate financial performance by using organizational trust as a parameter.<BR> Practical implications are that, as a management strategy to secure the competitive advantage of the company, the social responsibility activities of the hotel company can improve the financial performance of the hotel company by making the members trust in the organization. Therefore, hotel companies should endeavor to build organizational trust of their employees, which suggests that social responsibility of hotel companies would be an important factor in the financial performance of hotel companies.

Emotional Labor and Other Antecedence of Turnover Intentions, Motivation and Organisational Trust among Employees in Non-Profit Organization of Pakistan

Although the retention of competent workers is critical in all organizations, retaining social workers in nonprofit organizations is especially important because they mainly determine the quality of social services. This paper explores the factors which have an impact on turnover intentions, motivation, and organizational trust in Non-Profit Organizations. For this, we propose a theoretical framework thereby modifying Cho & Song (2017) model, along with adding intrinsic factors like organizational culture, leadership, and rewards. We hypothesize that factors like 1. Supervisory Support, 2. Autonomy, 3. Diverse and inclusive Organizational Culture, 4. Trust in Leadership, 5. Monetary Incentives/ Rewards, and emotional labor (6. Frequency, 7. Variety, 8. Duration, and 9. Intensity level), all produce a positive effect on the motivation of employees, increased Organisational Trust, and decreased Turnover intention among employees of NPO and social workers. This paper particularly focused on emotional labor dimensions such as frequency of emotional display, the intensity of emotional display, and duration of emotional display. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data were collected from 220 social workers and analyzed using confirmatory factor analysis and structured equation modeling. The results indicate that supervisory support, autonomy, leadership organizational culture, and trust have a significant effect on the motivation, retention, and Organizational trust of employees. However, organizational culture have a negative effect on motivation. Moreover, Apart from leadership, all other factors seem to increase the turnover intentions. With regards to emotional labor dimensions, all factors expect duration did not produce any significant effect on all three dependent variables. This research is useful for NPO’s management as well as future scholars for studying the same domain.

기업가정신과 내․외부 CSR 활동이 호텔 종사원의 조직신뢰와 직무만족에 미치는 영향 연구

This study aimed to discover the effects of entrepreneurship and internal and external CSR activities on hotel employees' organizational trust and job satisfaction, comprehensively. A proposed model based on previous research was empirically tested via structural equation modeling by AMOS using 450 valid samples collected from current employees of 15 deluxe hotels in South Korea. The results showed that entrepreneurship had a direct impact on both internal and external CSR activities. Both CSR activities had a direct impact on organizational trust. Both CSR activities had no direct impact on job satisfaction, but job satisfaction was indirectly affected by both CSR activities through the full mediation of organizational trust. These findings indicate that there exist interrelationships among entrepreneurship, internal and external CSR activities, organizational trust, and job satisfaction. In particular, the importance of entrepreneurship and internal and external CSR activities were identified in terms of hotels' sustainable management and effective organizational management by confirming their impact on organizational trust of employees. In addition, organizational trust was verified as an antecedent factor to improve job satisfaction. Finally, theoretical contributions and practical implications of results are discussed.

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.Practitioner points Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

The Relationship among Core Value Practice, Core Value Education, Core Value Development Activity and Organizational trust of Employees in Large Corporations

The Relationship among Core Value Practice, Core Value Education, Core Value Development Activity and Organizational trust of Employees in Large Corporations

Survey on Employee Silence and the Impact of Trust on it in China

Individuals in organizations face a choice between speaking up and remaining silent about their concerns at work. Silence is the manifestation of hesitation to speak up about an issue that is important to the individual, department, or organization. The decision to be silent about issues or problems is important and should be understood not only because it has the potential to undermine the reporting of unethical and illegal practices and the likelihood of effective organizational learning but also because it affects the lives of the individuals making these decisions. Over time, the feeling of being unable to speak up about issues and concerns may result in a sense of helplessness, reduced job satisfaction, turnover, and other more long-lasting personal consequences. Thus, the purpose of the paper is to try to better understand the construct of employee silence and how organizations can help create conditions that facilitate employees' speaking up about problems or issues. First, we conducted interviews and a survey to obtain items for the Employee Silence Scale (ESS). Second, empirical and statistical methods were employed to assess the structure and psychometric properties of the ESS. By investigating a total of 928 employees, the paper discussed the construct dimension of employee silence. The exploratory factor analysis on the first half of the sample showed that employee silence contains three dimensions. The three dimension constructs were tested using a confirmatory factor analysis on the other half of sample. The internal consistency of the ESS suggested that it was a reliable measure. Finally, with all the samples, we applied stepwise linear regression to validate the relationship between employee silence, employee trust in supervisor (ETS), and employee trust in organization (ETO). The three-dimensional structure of employee silence included acquiescent silence, disregardful silence, and defensive silence. Acquiescent silence is based on resignation when the employees perceive that they are incapable of changing the present situation, implying passive obedience. Defensive silence is the interpersonal barrier when employees avoid expressing their opinions. Disregardful silence means keeping idea passively when the employees have low commitment to and involvement in the present job or organization, which implies that they ignore the organization's benefit. The results also revealed that ETS has a negative impact on all the three dimensions of employee silence, and ETO has a negative impact only on acquiescent silence and disregardful silence, with a non-significant impact on defensive silence. The author proposes that employee silence has three dimensions, namely, acquiescent silence, defensive silence (same as Dyne's research), and disregardful silence (not mentioned in past research). Furthermore, the overseas silence questionnaires were not tested on the sample. The paper concluded that organizations should create a climate of trust to reduce employee silence.