Onboarding AI to Gain Employee Trust and Acceptance

10.13007/808 ◽  
2021 ◽  
Keyword(s):  
Employee Trust

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

Worker Trust in Management and Delegation in Organizations

2020 ◽  
Author(s):  
Kieron J Meagher ◽  
Andrew Wait
Keyword(s):  
Decision Making ◽  
Instrumental Variables ◽  
Fixed Effects ◽  
Employee Trust ◽  
Quality Practices ◽  
Decision Authority ◽  
Management Quality ◽  
Trust In Management ◽  
Alternative Measures ◽  
Establishment Survey

Abstract Using a unique employee–establishment survey, we find a causal relationship between an individual employee’s trust of management and their decision-making rights (delegation). We utilize both fixed effects (FE) and instrumental variables to control for unobserved factors: establishment-level FE control for management quality, practices, culture, and other characteristics; our instruments of inherited trust in management, and trust of equivalent workers in a different but similar country address the possible endogeneity of employee trust. Across all specifications, we find that delegation to a worker is more likely if that employee trusts management. In our preferred model, which includes establishment FE and accounts for endogeneity, we find a 1 standard deviation (SD) increase in employee trust increases delegation by approximately 0.6 of 1 SD. Our results are robust to the inclusion of worker preferences for individualism (which favors delegation), incentives/bonuses, and alternative measures of decision authority. (JEL D23, L22, L23).

Rising from the ashes: Satyam's story

2014 ◽  
Vol 4 (1) ◽  
pp. 1-8
Author(s):  
Tanvi Gautam
Keyword(s):  
Change Management ◽  
Subject Area ◽  
Executive Education ◽  
List Type ◽  
Corporate Communications ◽  
It Industry ◽  
Market Reactions ◽  
Content Type ◽  
Employee Trust ◽  
Starting Point

Subject area Leadership, human resource management, crisis management, change management and communication. Study level/applicability Executive education; postgraduate; undergraduate. Case overview This case study describes the collapse of Satyam, a leading IT industry service provider from India. Satyam went into a crisis mode after revelation of financial fraud by its Chairman. This resulted in a crisis not just for the company, its clients and employees – but it also had the potential to shake up the entire Indian IT industry the world over, by shattering investor and client confidence in the Indian IT sector. The case provides the students with an inside view of the unfolding of events at Satyam and the people challenges that emerge in a crisis scenario. The case outlines reactions from the industry, government, clients and employees as they tried to make sense of a very chaotic situation, and its multi-level ramifications both within India and outside. The case ends with Thallapalli Hari, the Global Head of Marketing and Communication and ex-head of HR, trying to visualise and prioritise a course of action to propose to other members of the leadership team. Expected learning outcomes The key aim of this case is to provide a backdrop to the crisis, and also help students put themselves in the role of an HR crisis manager as well as portray the decision making and communication challenges that emerge in chaotic situations. The importance of an immediate and yet strategic response is emphasised and the case is a great starting point to have a discussion on the competencies and skills required in HR to lead under unusual circumstances. This case allows participants to get an in-depth understanding of the collapse of Satyam. The case also illustrates principles of leadership, change management and communication, in particular: Leadership: The Satyam story is an HR and leadership crisis nightmare come true. What should an HR leader do when you wake up to find your company with a ruined reputation, minimal financial capital, 53,000 employees on the payroll and more than 500 clients with pending deliverables worldwide. Where do you begin? The case illustrates a situation where immediate action is required to stop the tailspin into which the company was heading. Change management: The situation demanded that change be managed from a chaotic system to a stable system. The big issue though remains as to how one can get a system into a state of stability when everything is changing at the same time. Most change management plans have some stable variables, however in the case of Satyam there were multiple changes taking place simultaneously. A combination of change in leadership, client relationships, employee trust and confidence, market reactions together make for a perfect storm. Dealing with even one of these changes is a challenge for a company. In the case of Satyam, its entire existence was at stake. Communication: The demands for communicating effectively in a crisis situation are different than communicating under stable systems. The choice of medium, the speed of response, the content all need careful monitoring. Whereas most companies have teams that separately deal with internal and external communication, Satyam provides a unique situation where managing both effectively at the same time was critical to the future of the firm. The stakes for effective communication are much higher under the circumstances. This case can be used in organizational behaviour, human resources and corporate communications modules being taught to under-graduates, post-graduates and for executive education. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Why Join? Why Stay? Instrumentality, Beliefs, Satisfaction and Individual Decisions on Union Membership

1998 ◽  
Vol 9 (1) ◽  
pp. 123-148 ◽  
Author(s):  
David Peetz
Keyword(s):  
Job Satisfaction ◽  
Multivariate Analysis ◽  
Union Membership ◽  
Employee Perceptions ◽  
Complex Relationship ◽  
Freedom Of Choice ◽  
Employee Trust ◽  
Industrial Disputes ◽  
Perceived Instrumentality ◽  
Individual Decisions

To understand individuals' union membership choices it is necessary to examine decisions both to join and to leave (exit) unions, observed when employees are in jobs where unions are available and there is freedom of choice on union membership (‘open’ jobs). Using multivariate analysis of survey data, it was found that sympathy towards unions was the most powerful influence upon union joining, but had little impact on union exit, which was more a function of the perceived instrumentality of membership. Employee perceptions on union in-fighting and cooperation with management influenced union membership, as did the outcome of involvement in industrial disputes. Satisfaction with union delegates was a key influence on attitudes and membership. Employee trust of management only influenced exit behaviour through its interaction with satisfaction with union delegates. Job satisfaction had a complex relationship with union membership that is disguised in aggregated studies.

scholarly journals Distinguished Scholars Invited Essay: Are Secret Proceedings Why Longer Tenured Employees Trust Their Organizations Least?

2017 ◽  
Vol 24 (4) ◽  
pp. 437-449
Author(s):  
Jone L. Pearce ◽  
Kenji Klein
Keyword(s):  
Psychological Contract ◽  
Decision Makers ◽  
Policy Enforcement ◽  
Organizational Policy ◽  
Questionnaire Data ◽  
Employee Trust ◽  
Legal Literature ◽  
The Rich ◽  
Court Proceedings ◽  
Nonsupervisory Employees

We address the effects of secrecy in organizational policy enforcement. First, the legal literature that explains why court proceedings are open is summarized: openness more effectively holds decision makers and claimants accountable for truthfulness and unbiased decisions, demonstrates that the rich or powerful have not bought off the weak, supports adaptation to changing norms, and enhances the legitimacy of state authority. Next, we propose that when organizational policy enforcement is kept secret from other employees, organizations lose these benefits. One reflection of these loses will be lower employee trust in their organizations the longer their tenure there. Using questionnaire data from a large U.S. governmental agency, we found that lower employee trust with tenure is incrementally linearly lower over the course of employment, not the result of an early breach of the psychological contract. This occurs for employees at all hierarchical levels but is steepest for nonsupervisory employees, suggesting that employees lack information about policy enforcement may be driving this phenomenon.

The Effect of Servant Leadership of Sportswear Manufacturer Manager on Employee Trust and Organizational Commitment

2021 ◽  
Vol 84 ◽  
pp. 93-104
Author(s):  
Sung-jun Lee ◽  
Dae-geun Jin ◽  
Song-hyun Cho
Keyword(s):  
Organizational Commitment ◽  
Servant Leadership ◽  
Employee Trust

Dataveillance in the Workplace

2019 ◽  
pp. 391-410
Author(s):  
Regina Connolly ◽  
Cliona McParland
Keyword(s):  
Psychological Contract ◽  
Employee Performance ◽  
Counterproductive Work Behaviors ◽  
Ethical Framework ◽  
Employee Privacy ◽  
Privacy Concerns ◽  
Employee Trust ◽  
Emerging Issues ◽  
The Many ◽  
Monitoring Technologies

The many obvious benefits that accompany digital technology have been matched by some less welcome and more contentious impacts. One of these is the steady erosion of employee privacy. Whilst employee performance has frequently been the object of scrutiny, the increasing number of organizations that monitor employees through advanced digital technologies has added a dystopian edge to existing employee privacy concerns, particularly as many employees are unable to exercise choice in relation to use of these technologies. If unaddressed, their concerns have potential to impact the psychological contract between employee and employer, resulting in loss of employee trust, negative attitudes, and counterproductive work behaviors. This chapter outlines some of the emerging issues relating to use of employee monitoring technologies. It summarizes both management rationale for monitoring as well as employee privacy concerns and proposes an ethical framework that is useful for balancing these differing perspectives.

scholarly journals Transformational Leadership Facilitates Innovation Capability: The Mediating Roles of Interpersonal Trust

2018 ◽  
Vol 9 (3) ◽  
pp. 1 ◽  
Author(s):  
Lei Hui ◽  
Sengphet Phouvong ◽  
Le Ba Phong
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Interpersonal Trust ◽  
Business Environment ◽  
Structural Equations ◽  
Innovation Capability ◽  
Employee Trust ◽  
Transformational Leadership Style ◽  
Using Data ◽  
The Relationship

Innovation capability is widely accepted as an important means to attain sustain competitive advantage for firms before the rapidly changing of business environment and increasingly competitive pressure. The main goal of this study is to explore an effective way to successfully improving innovation capability for firms based on examining the relationship between transformational leadership style, interpersonal trust, and innovation capability of Vietnamese firms. The authors apply Structural Equations Modeling (SEM) to test the impacts of transformational leadership, interpersonal trust on innovation capability by using data collected from 195 participants in Vietnamese firms. The result revealed that transformational leadership and interpersonal trust significantly affect innovation capability. In addition, interpersonal trust mediates the relationship between transformational leadership and innovation capability. The findings highlights the need of practicing transformational leadership to foster employee trust and finally to enhance innovation capability for firms. The findings of this study contribute to filling the theoretical gaps which call for research on antecedent factors of innovation capability.

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