Interpersonal Trust and Personal Effectiveness in the Work Environment

Hollon, Charles J.; Gemmili, G. R.

doi:10.2466/pr0.1977.40.2.454

Cited by 13 publications

(7 citation statements)

References 2 publications

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“…Rotter (1971) found that high-trust individuals were perceived as less dependent on others (in making decisions and seeking advice and assistance) and were considered by their peers to be more co-operative and trustworthy. Hollon and Gemmill (1977) also found dispositional trust to be positively related to employees' perceived participation in decision making and job satisfaction. High-trust employees might therefore hold a more positive attitude towards self-management and teamwork, thereby helping to reduce process losses, lower transaction costs and contribute to effective task behaviour in work teams (Hackman, 1987).…”

Section: Trust and Preference For Teamworkmentioning

confidence: 81%

“…Some evidence exists to suggest that trust in management may be associated with positive organizational outcomes, including satisfaction with participation in decision making (Driscoll, 1978), job satisfaction (Cook and Wall, 1980;Driscoll, 1978;Hollon and Gemmill, 1977;Scott, D., 1980), organizational commitment (Cook and Wall, 1980), receptiveness to organizational change initiatives (Condrey, 1995;Hollman, 1976;Scott, D., 1980) and satisfaction with autonomous work group membership (Ward, 1997). An employee's reaction to breaches of the psychological contract (Robinson, 1996) and their intention voluntarily to leave the organization (Costigan et al, 1998) have also been found to be related to trust in management.…”

Section: Trust In Managementmentioning

confidence: 97%

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Trust, individualism and job characteristics as predictors of employee preference for teamwork

Kiffin-Petersen¹,

Cordery²

2003

The International Journal of Human Resource Management

156

101

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Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.

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Section: Trust and Preference For Teamworkmentioning

confidence: 81%

Section: Trust In Managementmentioning

confidence: 97%

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Kiffin-Petersen¹,

Cordery²

2003

The International Journal of Human Resource Management

156

101

View full text Add to dashboard Cite

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“…However, scholars are not in general consensus on how best to conceptualize and measure the concept of trust. Psychological approaches emphasize how an individual's personality causes different attitudes of readiness to trust (Butler, 1991;Hollon and Gemmill, 1977;Mishra, 1996;Rotter, 1971;Sitkin and Pablo, 1992). On the other hand, organizational researchers also point out that institutional arrangements influence people to act in predictable ways (Gambetta, 1988;Zucker, 1986).…”

Section: Conceptual Background and Hypothesesmentioning

confidence: 99%

“…In managerial practice, a firm not only likes to recruit those i with trustworthy traits, but also wishes that its employees trust other employees. However, the organizational studies on the propensity to trust mostly focus on an individual's traits, such as personality, social and economic backgrounds, cultural difference, and personal attitudes (Downes et al, 2002;Hollon and Gemmill, 1977;Rotter, 1971;Sitkin and Pablo, 1992;Yamagishi and Yamagishi, 1994). i Since trust is cognitively embedded in social relations, an individual's position in a network structure should influence his or her trust toward particular persons.…”

Section: Introductionmentioning

confidence: 99%

Particularistic Trust and General Trust: A Network Analysis in Chinese Organizations

2005

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 In this paper, I examine the structural positions in two different types of networks and their relationship to trust. I propose two types of trust: particularistic which is trust in specific other individuals and general trust in colleagues and the organization as a whole. The findings suggest that both centrality in the friendship network and the go-between position in advice networks are related to particularistic trust towards the other individuals in the networks. Particularistic trust, in turn, is associated with the two kinds of general trust. I introduce the Chinese concept of pao to explain the Chinese dynamic of trust formation in interpersonal networks.

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“…Argyris (1964) argues that trust is positively associated with openness, experimentation with new behaviors, and nonthreatening feedback on performance. It affects the quality of group problem solving and decision making (Hollon & Gemmill, 1967;Hurst, 1984;K. D. Scott, 1983).…”

Section: Consequences Of Trustmentioning

confidence: 99%

Changing the Paradigm

Nyhan

2000

The American Review of Public Administration

255

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This article explores the feasibility of a trust-based organizational paradigm as a new model for public sector management. A conceptual model is developed from a literature review of more than 100 journal articles and books. The author proposes that participation in decision making, feedback from and to employees, and empowerment of employees lead to increased interpersonal trust (between supervisor and employee) in a public organization. The article further hypothesizes that these trust-building practices between supervisors and workers can lead to increased productivity and strengthened organizational commitment. The conceptual model is empirically tested using as a case study both structural equation modeling and data from a municipal government. The analysis demonstrates that the trust-based model is a viable paradigm for increasing interpersonal trust, organizational commitment, and productivity in the public sector.

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Interpersonal Trust and Personal Effectiveness in the Work Environment

Cited by 13 publications

References 2 publications

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Trust, individualism and job characteristics as predictors of employee preference for teamwork

Particularistic Trust and General Trust: A Network Analysis in Chinese Organizations

Changing the Paradigm

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