Linking organizational trust with employee engagement: the role of psychological empowerment

Ugwu, Fabian O.; Onyishi, Ike E.; Rodríguez-Sánchez, Alma

doi:10.1108/pr-11-2012-0198

Cited by 182 publications

(178 citation statements)

References 106 publications

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“…Similarly, Ugwu et al (2014) discovered that workplace trust has a significant and strong positive relationship with work engagement. Research carried out by Chughtai and Buckley (2008) as well as Mone and London (2010) proposed that having a good degree of workplace trust can result in increased work engagement.…”

Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 98%

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The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 98%

“…Literature provides ample support indicating a positive relationship between workplace trust and employee engagement (Chughtai & Buckley, 2008;Engelbrecht et al, 2014;Men, 2015;Mone & London 2010;Ugwu, Onyishi & Rodriguez-Sanchez, 2014).…”

Section: The Relationship Between Workplace Trust and Work Engagementmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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“…In organisations where there exists support culture, there is mutual trust between the individuals and the organisation, that is the leaders [44] and this causes employees to be engaged. Trust according to Ugwu et al [46] explains why employees are willing to go beyond the call of duty in their work with no outstanding reward, a characteristic of an engaged employee. Thus, Macey and Schneider [33] have argued that trust is a prerequisite to engagement and that the presence of a supportive and trusting work environment is a vital factor for enhancing employee engagement.…”

Section: Citationmentioning

confidence: 99%

Organisational Culture and Employee Engagement within the Ghanaian Public Sector

Brenyah¹,

Obuobisa‐Darko²

2017

Review Pub Administration Manag

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The paper examines the relationship between corporate culture and employee engagement among employees in public sector organisations of Ghana. A review of the relevant literature indicates that corporate culture as a measure of employee engagement especially in the public sector of a developing country in Africa such as Ghana has been given limited research efforts. To address this, the study adopted Handy's cultural framework as limited efforts have been geared toward investigating the effect each of Handy's four pillars of culture has on employee engagement. The multiple regression technique was used to test the hypothesised relationships between the variables in the study. A sample of two hundred and sixty-seven (267) employees was randomly drawn from selected public-sector organisations in Ghana. Findings from the study established that, achievement and support cultures significantly cause employees to be engaged in the public sector of Ghana whilst power culture has a significant, but negative relationship with employee engagement. The relationship between role culture and employee engagement is not significant. The study recommends that, in order for the skilled employees in the Ghanaian public sector organisations to be highly engaged, management of such organisations should increase the extent of achievement and support cultures and minimize the extent of power culture while paying only a little attention to role culture.

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“…The same scale was also used by [45] in his study to measure relationship between empowerment and leadership experience and education. Other example of study was done by [46] show the moderating role of psychological empowerment on trust and employee engagement. In another study, [47] investigating the effects of psychological empowerment dimensions of job satisfaction.…”

Section: Concepts Of Empowermentmentioning

confidence: 99%

Empowering the society through companies CSR agenda

Sulaiman¹,

Muhamad²

2017

SHS Web Conf.

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Topic of socioeconomic issue is one of the most widely discussed globally as it gives effects to occupation, education, income, wealth, and place of residence of individuals. These social challenges should be addressed and resolved because to enhance individuals' contribution to economic and social life of their society and reduce social tensions and conflicts that negatively affects country's economic development. For this reason, in the Eleventh Malaysia Plan (2016-2020), the Malaysian Government stresses on the importance of participation of companies in empowering society to improve socioeconomic that could support equitable society. The empowerment programs aim to improve the education, quality of life and wellbeing of individuals and groups in society through reducing wealth gap, racial imbalance and promoting employment equity. One way to initiate greater involvement of the companies in socioeconomic development of the society is through CSR agenda. Specifically, the CSR agenda through empowerment activities (such as trainings programs, educational sponsorship mentorship program and learning and development programs) is believed to have a positive implication on society by way of improving wealth, education and skills of the individuals. Hence, this paper aims to develop measurement of empowerment in companies CSR agenda.

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Linking organizational trust with employee engagement: the role of psychological empowerment

Cited by 182 publications

References 106 publications

The influence of organisational rewards on workplace trust and work engagement

The influence of organisational rewards on workplace trust and work engagement

Organisational Culture and Employee Engagement within the Ghanaian Public Sector

Empowering the society through companies CSR agenda

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