Employee involvement, organizational change and trust in management

Morgan, David; Zeffane, Rachid

doi:10.1080/09585190210158510

Cited by 229 publications

(171 citation statements)

References 12 publications

Supporting

Mentioning

161

Contrasting

Unclassified

Order By: Relevance

“…Organizational trust facilitates the effects of other determinants on desired outcomes i e., employee ISSN 2162-3058 2018 commitment, satisfaction, and high performance. Likewise, Morgan et al (2010) support this statement and added that organizational trust influence employees' decision, and intention to stay organization which leads to develop affective commitment. Empirically, researchers' e g. Tzafrir (2004), Joarder et al (2011), andMayer et al (2005), reported that trust lead to the higher level of affective commitment and the relationships between the variables is statistically significant.…”

Section: Organizational Trust and Affective Organizational Commitmentmentioning

confidence: 78%

“…In the commitment-trust relationship the descriptions of trust are the belief in the integrity, character, and ability of the management. The reciprocal faith in one's intentions and behaviors and a confidant reliance on the integrity, honesty, and justice can create a culture of organizational trust (Morgan et al 2010). In this light, there is obviously a need to integrate trust into daily organizational processes and operations in particular the HRM practices (Lamsa et al 2006).…”

Section: The Research Paradigmmentioning

confidence: 99%

See 1 more Smart Citation

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

Shahid

Zain

Alam

2017

IJHRS

View full text Add to dashboard Cite

This research empirically examines the mediating role of organizational trust on human resource management, and affective commitment. An independent variable may not provide the significant effect on a dependable variable whereas, the effect may be found significant through a third variable or indirect relationship. Thus, the research paradigm is determining the function of indirect variable whether it role as a full mediator or a partial mediator in the relationship analysis. The study is based on human resource management, employee psychology and organizational behavior literature, hypotheses were tested by using Baron and Kenny's mediating analysis. The study reported mixed results on research key variables. Theoretically, the study contributes to conceptualized human resource management practices affective commitment and organizational trust theory. It also provides practitioners' implications and awareness that lack of organizational trust, employee affective commitment might be reduced and management can be failure to accomplish organizational success and managerial acumen.

show abstract

Section: Organizational Trust and Affective Organizational Commitmentmentioning

confidence: 78%

Section: The Research Paradigmmentioning

confidence: 99%

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

Shahid

Zain

Alam

2017

IJHRS

View full text Add to dashboard Cite

show abstract

“…Morgan and Zeffane (2003) highlight the positive contribution of direct consultation between employees and managers in major change processes at the firm. By empowering employees, managers can minimize conflict and resistance to projects involving technical change and, consequently, alteration of customary working conditions or labour relationships.…”

Section: Empowermentmentioning

confidence: 99%

Human resource management practices and learning for innovation in developing countries: pharmaceutical firms in Mexico

Rodriguez¹

2011

Innovation and Development

View full text Add to dashboard Cite

“…Research indicates that trust, most specifically leadership trust, is a vital and viable component of organizational success [35]- [38]. Effective leadership trust is also based in exchange theory, which proposes that leaders and members create a mutual reciprocal relationship [39].…”

Section: E Leadershipmentioning

confidence: 99%

IT Security Trust Model - Securing the Human Perimeter

Vuuren¹

2016

IJSSH

View full text Add to dashboard Cite

Abstract-There are numerous technical advances in the field of Information Security (IS). Despite the application of these IS technological controls, it is often not enough to address security issues due to the vulnerable human component. With a considerable amount of support in literature, there is no doubt that the human factor is a major weakness in preventing IS breaches. The true level of security in technology and process relies on the people involved in its use and implementation. Thus, human factors play an increasing role in securing computer information assets and therefore are detrimental to the security of an organization. One of the most prominent aspects of security, which is linked to humans, is trust. It is safe to presume that trust will play an important role in any IS environment and may influence security behavior significantly. In this paper the findings of a prior study, which focused on identifying human security elements, their relationship with, and consequently their influence on trust, are explored further. This paper builds upon the prior study of identified human security elements, which spawns IS trust factor elements of a previously proposed IT Security Trust (ITST) Model. Furthermore, the paper adapts and expands the original ITST Model, renamed to Information Security DNA Model, providing insight into and recommendations on how the trust factor elements may be utilized in an attempt to manipulate human behavior in such a manner to equip employees with the necessary behavioral attributes for combatting social engineering related attacks within organizations which choose to follow an IS model built on the foundation of trust.Index Terms-Information security, social engineering, human factor, trust factors, trust, smart trust, information security DNA model, IT security trust model.

show abstract

Employee involvement, organizational change and trust in management

Cited by 229 publications

References 12 publications

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

Human resource management practices and learning for innovation in developing countries: pharmaceutical firms in Mexico

IT Security Trust Model - Securing the Human Perimeter

Contact Info

Product

Resources

About