The main objective of this paper is to highlight the vital role that both state trust (trust in top management, trust in immediate supervisor and trust in co-workers) and trait trust or trust propensity play in the advancement of employee work engagement. This study posits that the relationship between trust and work engagement is mutually reinforcing and leads to an upward spiral effect. That is, high levels of state and trait trust boost work engagement, which in turn augments both forms of trust and so on. Additionally, the current paper also examines the interaction effects of state and trait trust on employees' work engagement.
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.
Silence in the workplace is a highly prevalent behaviour, but more is needed to understand the causes and consequences of such behaviour. In this article, we draw on theory and research to examine the role of discrete emotions in decisions to remain silent or to speak up. Three studies with full‐time employees were carried out utilizing both qualitative and experimental methodologies. Study 1 (n = 110) demonstrated that there are many reasons for being silent and established fear as the main emotion associated with silence behaviour. Building on the results of Study 1 and using a quasi‐experimental vignette design, Study 2 (n = 142) confirmed that different silence motives provoke different emotional experiences. Exploring the behavioural effects of emotions using a further experimental design, Study 3 (n = 80) showed that anger is an antecedent to speaking up about an observed transgression, whereas less intense anger was associated with staying silent. This pattern was not evident for fear. Taken together, these three studies provide empirical data regarding the relationship between silence, emotions, and actions. We contribute to theory and research at the intersection of silence, emotions, and behaviour and offer valuable insights into the dynamics of these concepts in the workplace. Practitioner points Our study demonstrates that employees are silent for many reasons and that managers need to be sensitive to the multiple motives driving silence behaviour Managers need to be aware that silence provokes specific emotions, with fear and anger being particularly common emotional consequences of silence. Employees are more likely to take action when emotions are intense and so managers need to incorporate a sensitivity to employee emotions in understanding worker silence and voice
Theorizing about trust has focused predominantly on cognitive trust cues such as trustworthiness, portraying the trustor as a relatively passive observer reacting to the attributes of the other party. Using self-determination and control theories of motivation, we propose a model of trust motivation that explores the intraindividual processes involved in the volitional aspects of trust decision-making implied by the definition of trust as a willingness to be vulnerable. We distinguish between intrinsic and extrinsic drivers of trust and propose a two-phase model of trust goal setting and trust regulation. Our model offers a dynamic view of the trusting process and a framework for understanding how trust cognition, affect and behavior interact over time. Furthermore, we discuss how trust goals may be altered or abandoned via a feedback loop during the trust regulation process. We conclude with a discussion of potential implications for existing theory and future research.
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