Organizational trust in times of COVID-19: Hospitality employees’ affective responses to managers’ communication

Guzzo, Renata Fernandes; Wang, Xingyu; Madera, Juan M.; Abbott, JéAnna

doi:10.1016/j.ijhm.2020.102778

Cited by 89 publications

(81 citation statements)

References 68 publications

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“…Horizontal trust refers to the aggregate levels of trust that team members have in their fellow teammates [41], and it focuses on the team level. Considering that organizations have become flatter, and more team-focused, teams play an important role in increasing performance [42] and psychosocial health [43,44]. When organizations facilitate positive collaborative working practices, team performance improves [45].…”

Section: Team Resources Horizontal Trust and Performancementioning

confidence: 99%

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

Salanova

Acosta-Antognoni

Llorens

et al. 2021

IJERPH

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This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

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Section: Team Resources Horizontal Trust and Performancementioning

confidence: 99%

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

Salanova

Acosta-Antognoni

Llorens

et al. 2021

IJERPH

View full text Add to dashboard Cite

show abstract

“…This harsh circumstance in the tourism sector, especially airline industry, raises workers' negative feelings about their firm such as organizational distrust, unfavorable image and attitude toward the firm, and career turnover decision ( Borden et al, 2020 ; Bufquin et al, 2021 ; Guzzo et al, 2021 ; Zhang et al, 2021 ). Therefore, employees in the pandemic era are irrefutably active in seeking career turnover opportunities to work under the safer and more stable environment ( Bajrami et al, 2021 ; Bufquin et al, 2021 ).…”

Section: Introductionmentioning

confidence: 99%

Are airline workers planning career turnover in a post-COVID-19 world? Assessing the impact of risk perception about virus infection and job instability

Han

Koo

Ariza-Montes

et al. 2021

Journal of Hospitality and Tourism Management

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Airline workers have been suffering risks of job instability and virus infection since the outbreak of COVID-19. This research developed a novel framework explicating airline workers' career turnover decision formation by considering the influence of perceived risks of virus infection and job instability during the COVID-19. A quantitative approach using a survey method was utilized to attain research goals. Our empirical findings revealed that airline image, attitude, and commitment have a significant influence on employee career turnover intention. Both attitude and commitment were identified as essential mediators. In addition, perceived risks of virus infection and job instability significantly moderated the relationships among attitude, commitment, and employee career turnover intention. The effectiveness of the proposed theoretical framework for career turnover intention was demonstrated. Our findings help researchers and entrepreneurs find effectual ways to lower competent workers’ career turnover and raise their approach behaviors in a post-COVID-19 world.

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“…In this work, we presumed that successful leaders may decrease both objective danger and the subjective sense thereof, protecting the physical and mental health and the economic condition of employees. During the COVID-19 pandemic, the managers can greatly influence organizational attitudes, such as organizational trust (Guzzo et al, 2021 ), and hence become one of the tools for global protection of citizens.…”

Section: Discussionmentioning

confidence: 99%

Perceived Decrease in Workplace Security Since the Beginning of the COVID-19 Pandemic: The Importance of Management Styles and Work-Related Attitudes

et al. 2021

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The coronavirus disease 2019 (COVID-19) pandemic has reduced the sense of security of people in everyday life. The efforts of managers in the workplace to minimize the health risks and economic damage, however, can provide the employees with a greater sense of security. The aim of this study was to identify the types of workplace responses to the pandemic outbreak with respect to the characteristics of employees and their employers accomplishing the differences in subjective sense of workplace security before the pandemic and during the outbreak. Three hundred and thirty-seven Polish employees completed an online survey during the first 2 weeks of the COVID-19 pandemic in March 2020. Using the cluster analysis, we identified four subgroups of employees differing in their sense of workplace security, work-related psychological factors, and perceived management styles of their supervisors. Employees led by developers and executive managers sustained a high sense of work security and positive attitude to work, while those led by compromisers and deserter managers suffered from the highest drop of subjective security. In this study, we proposed how employees can be protected from overreactions and unnecessary panic in a time of global crisis by virtue of the psychological competences of their supervisors and employers.

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Organizational trust in times of COVID-19: Hospitality employees’ affective responses to managers’ communication

Cited by 89 publications

References 68 publications

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

Are airline workers planning career turnover in a post-COVID-19 world? Assessing the impact of risk perception about virus infection and job instability

Perceived Decrease in Workplace Security Since the Beginning of the COVID-19 Pandemic: The Importance of Management Styles and Work-Related Attitudes

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