Trust in public-sector senior management

Albrecht, Simon L.; Travaglione, Antonio

doi:10.1080/09585190210158529

Cited by 140 publications

(128 citation statements)

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“…In equation c', PDM and OT as IVs significantly influence AOC as DV. Since, all the regression relationships are significant from equation 1 to 3 (C, a, b) and the ß value in equation 1 is lower than in equation 4 (IV i e., PDM is controlled over another IV i e., OT value is ß = 0.096); the results confirm the partial mediation relationships between the variables (Albrecht et al 2003).…”

Section: Discussionsupporting

confidence: 70%

“…This implies that information sharing should promote and increase perceptions of fairness on the nature of decisions and the processes by which decisions are made. Albrecht et al (2003) reported trust partially mediates the relationships between communication and commitment. Literature confirms that communication and information sharing strongly relates with trust in management (Tzafrir et al 2004).…”

Section: Communication and Information Sharingmentioning

confidence: 99%

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

Shahid

Zain

Alam

2017

IJHRS

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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.

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Section: Discussionsupporting

confidence: 70%

Section: Communication and Information Sharingmentioning

confidence: 99%

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

Shahid

Zain

Alam

2017

IJHRS

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“…For example, trust has a positive impact on commitment (Albrecht & Travaglione, 2003) and job satisfaction (Liu, Siu, & Shi, 2010), and reduces the intention to quit (Hopkins & Weathington, 2006). Furthermore, research shows that trust in leadership leads to higher organisational citizenship behaviour (Colquitt, Scott, & LePine, 2007) and higher performance outcomes (Dirks & Ferrin, 2002;Colquitt et al, 2007) while reducing counterproductive behaviour (Colquitt et al, 2007).…”

Section: Trust In the Employer And Perceived Job Insecuritymentioning

confidence: 99%

Perceived Post-restructuring Job Insecurity: The Impact of Employees' Trust in one's Employer and Perceived Employability

Arnold¹,

Staffelbach²

2012

German Journal of Human Resource Management

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The aim of this study is to investigate whether trust in one's employer and also perceived employability are able to reduce employees' perceived post-restructuring job insecurity. Both, quantitative job insecurity (insecurity over the continuity of a job) and qualitative job insecurity (insecurity over the continuity of valued aspects of the job) are examined. Based on Lazarus' theory of stress, we predict that employees' trust in their employer, perceived levels of employability and the combination effect impacts employees' perceived post-restructuring quantitative and qualitative job insecurity. Results taken from a sample of 377 employees working in Switzerland who survived restructuring mostly support these hypotheses. In general, employees with a high level of trust in their employer and high level of perceived employability show lower post-restructuring quantitative and qualitative job insecurity. Moreover, results suggest a potentially important role for the multiplicative effects of trust in one's employer and perceived employability regarding the perception of qualitative job insecurity. Implications for both research and practice are discussed. The aim of this study is to investigate whether trust in one's employer and also perceived employability are able to reduce employees' perceived post-restructuring job insecurity. Both, quantitative job insecurity (insecurity over the continuity of a job) and qualitative job insecurity (insecurity over the continuity of valued aspects of the job) are examined. Based on Lazarus' theory of stress, we predict that employees' trust in their employer, perceived levels of employability and the combination effect impacts employees' perceived post-restructuring quantitative and qualitative job insecurity. Results taken from a sample of 377 employees working in Switzerland who survived restructuring mostly support these hypotheses. In general, employees with a high level of trust in their employer and high level of perceived employability show lower post-restructuring quantitative and qualitative job insecurity. Moreover, results suggest a potentially important role for the multiplicative effects of trust in one's employer and perceived employability regarding the perception of qualitative job insecurity. Implications for both research and practice are discussed. Wahrgenommene Arbeitsplatzunsicherheit nach Restrukturierungen: Der Einfluss von arbeitnehmerseitigem Vertrauen in den Arbeitgeber und wahrgenommener Arbeitsmarktfähigkeit

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“…In fact up to today, several previous research studies in various settings indicate that trust in leader has a positive influence on organizational commitment (Albrecht & Travaglione, 2003;Lau & Moser, 2008;Nyhan, 1999;Sholihin & Pike, 2009). Lau and Moser (2008) stated that there is a strong correlation between trust in leader and organizational commitment because how the followers perceive their organization is chiefly based on the actions of their leader.…”

Section: Trust As a Mediatormentioning

confidence: 99%

“…Lau and Moser (2008) stated that there is a strong correlation between trust in leader and organizational commitment because how the followers perceive their organization is chiefly based on the actions of their leader. Moreover, Albrecht and Travaglione (2003) investigate the relationship between trust in leader and organizational commitment using a sample of employees from two public-sector organizations. As a result, they found that trust in leader positively affects organizational commitment.…”

Section: Trust As a Mediatormentioning

confidence: 99%

The Influence of Servant Leadership towards and Organizational Commitment: The Mediating Role of Trust in Leaders

Goh¹,

Low²

2013

IJBM

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The aim of this paper is to investigate the role of trust in leaders as a mediator between servant leadership style and organizational commitment in the context of market research firms in Malaysia. A total of 177 respondents participated in this survey. A correlation analysis was conducted and the result shows that all variables are significantly correlated at p < 0.01. In addition, results from the regression analyses indicate that trust in leaders serves as a partial mediator between servant leadership and organizational commitment. Servant leadership and trust in leaders are crucial to maintain higher organizational commitment among employees. Thus, leaders in organization should adopt servant leadership style to gain employees' trust and subsequently employees are more willing to participate and support in organizational activities.

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Trust in public-sector senior management

Cited by 140 publications

References 0 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

Perceived Post-restructuring Job Insecurity: The Impact of Employees' Trust in one's Employer and Perceived Employability

The Influence of Servant Leadership towards and Organizational Commitment: The Mediating Role of Trust in Leaders

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