The Positive Impact of Organizational Trust: a Systematic Review

Abstract

The critical role of trust is to strengthen working relationships to ensure that organizations achieve their goals effectively. This study aims to explore the positive impact of organizational trust, namely trust towards colleagues, employers, and organization. We conducted a systematic review following the PRISMA guideline, highlighting the number of records that were identified, screened, assessed for eligibility, and included for the study. The literature search was conducted online by using the keyword "Organizational Trust" on three platforms, namely ScienceDirect, Sage, and ProQuest. We selected 30 research articles that use organizational trust as either a dependent, mediating or moderating variable. Next, we reviewed and assessed the papers according to their research objectives, role/function of the variable, authors, year of publication, number of subjects/research samples and findings. Findings show: (1) organizational trust can reduce turnover tendency, as well as increase the intention to stay at the organization, effectiveness of communication within the organization, change readiness, continuum improvement, innovative behavior, job satisfaction, organizational citizenship behavior (OCB), organizational commitment, safety motivation, and work performance; (2) As an independent variable, trust in coworkers could impact joint learning activities, willingness to share knowledge and ideas with coworkers, networking commitment, job satisfaction, and organizational commitment; (3) Trust in superiors reinforces organizational identification, work performance (the strongest level of positive correlation), job satisfaction, organizational citizenship behavior, organizational commitment as well as a predictor of burnout and depersonalization.

The Influence of Effective Leadership and Organizational Trust to Teacher’s Work Motivation and Organizational Commitment

“…Employee trust in the organization is determined by the confidence of employees in their colleagues and leaders. In this case the leader has a big role to be able to increase employee confidence in the organization (Rahayuningsih, 2019). Rua and Araújo (2016) in the study found that there was a correlation between leadership and organizational trust.…”

“…al. (2012), Uslu and Oklay (2015), Rahayuningsih (2019), Rua and Araújo (2016) which concluded that there is a direct influence of leadership on organizational trust.…”

Ethical Leadership and Work Engagement, Job-related Affective Well-being in the COVID-19: The Role of Organizational Trust

“…If employees have trust in their organization, they join more constructive behaviors and exert efforts to support their organization to meet organizational success (Rahman et al, 2021). Parallel findings have been discussed that organizational trust can decrease turnover tendency, and improves effective communication, innovative behaviors, job satisfaction, motivation, and work performance among employees (Rahayuningsih, 2019). Social learning theory (SLT) well illustrates the relationship between ethical leadership and employee trust (Yu et al, 2018).…”

The Influence of Leadership, Professional Attitude, and Trust on the Performance of Navy Officers

“…The Concept of Professional Attitude The military profession can be called a profession with a class of public goods that is different from the profession of doctors and lawyers belonging to the profession of private goods [4]. The professional military is a picture of the military that has expertise specifications in the field of defense, has a social responsibility that is serving the country or in other words pays attention to national interests, and has a corporate character that gives birth to strong Esprit De Corps [12].…”

“…Performance indicators can also be defined as certain values or characteristics that are used to measure the output or outcome of an activity. Whereas [12] states that in accordance with the notion of performance that is what is done or not done by an employee in carrying out his main tasks, the performance indicators in carrying out work in an organization or company environment includes five elements, namely: (a) Quantity of results work achieved, (b) The quality of the work achieved, (c) The time period for achieving the performance, (d) Attendance and activities while present at work, and (e) Ability to work together.…”