scholarly journals Be Careful How You Do It: The Distinct Effects of Observational Monitoring and Interactional Monitoring on Employee Trust

2020 ◽  
Vol 12 (15) ◽  
pp. 6092
Author(s):  
Di Wu ◽  
Zhongming Wang
Keyword(s):  
Psychological Safety ◽  
Employee Trust ◽  
Controlling Elements ◽  
Practical Implications

Research shows that employee trust could be impacted by monitoring measures. We contend that these impacts could be contingent on how monitoring is exercised. Specifically, while the controlling elements in monitoring signal suspicion and undermine employee trust, the interactive elements facilitate the organization–employee reciprocation and strengthen employee trust. We drew evidence from 354 Chinese employees. The results showed that observational monitoring/interactional monitoring was negatively/positively related to employee trust and that employee psychological safety fully mediated these effects. The theoretical and practical implications of these findings are discussed.

Dampening entrepreneurial passion: The effect of observational monitoring on startup venture employees

2021 ◽  
Vol 49 (2) ◽  
pp. 1-14
Author(s):  
Di Wu ◽  
Haitianyu Lin ◽  
Zhongming Wang
Keyword(s):  
Psychological Safety ◽  
Negative Effects ◽  
Negatively Associated ◽  
Employee Trust ◽  
Trust In Management ◽  
Entrepreneurial Passion ◽  
High Level ◽  
Practical Implications

Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring were mitigated. Theoretical and practical implications of these findings are discussed.

How an ethical leadership style impacts the elusive job satisfaction quest

2019 ◽  
Vol 28 (1) ◽  
pp. 36-37
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Psychological Safety ◽  
Influential Factors ◽  
Content Type ◽  
Survey Results ◽  
Pertinent Information ◽  
Green Human Resource Management ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on forming a conceptual framework that links ethical leadership (ELS) – via the concepts of psychological safety and Green Human Resource Management (Green HRM) – to job satisfaction. Although evidence for ELS directly impacting job satisfaction was not found within the study's survey results, it was clear that Green HRM and psychological safety are both influential factors in the interrelationship of ELS and job satisfaction. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How employees define organisational trust: analysing employee trust in organisation

2018 ◽  
Vol 9 (1) ◽  
pp. 21-40 ◽  
Author(s):  
Y. Serkan Ozmen
Keyword(s):  
Design Methodology ◽  
Relevant Literature ◽  
Reputation Management ◽  
Review Of Literature ◽  
Content Type ◽  
Qualitative And Quantitative ◽  
Employee Trust ◽  
Similarities And Differences ◽  
Organisational Trust ◽  
Practical Implications

Purpose Most business organisations try to create and maintain trustful relationships with their various stakeholders. Among all, sustaining a trustful relationship with employees has been particularly important for organisations. However, due to the multidimensional structure and changing nature of concept across settings, it is difficult to identify what makes an organisation trustworthy for its employees. The purpose of this study is to analyse the concept of organisational trust and identify how employees actually define organisational trust. Design/methodology/approach In the study, a survey was conducted on a sample of 104 employees who were working in Turkey. Following a qualitative and quantitative approach, the data were analysed to categorise the definitions of respondents according to the theoretical framework. Findings The findings of study closely overlap with the relevant literature, but they also extend the scope of definition with including new factors such as reputation management, strategic management or ethics and values. According to results, the perceptions of employees on organisational trust vary depending on their individual and organisational characteristics. Practical implications The study reveals the context depending nature of organisational trust. Developing a wider sense by capturing its full meaning and reflecting the different expectations of employees can increase the trust in organisations. Originality/value Based on the detailed review of literature, the study identifies the major dimensions of organisational trust and then reveals the similarities and differences with the literature. The study provides a viable perspective on the concept to capture its meaning in different contexts.

Improving the socialization of new employees

2019 ◽  
Vol 33 (2) ◽  
pp. 24-26
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Interpersonal Skills ◽  
Psychological Safety ◽  
Content Type ◽  
New Employees ◽  
Formal Support ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The lack or the inferior quality of formal support programs hampers the socialization of new employees into an organization. This raises the importance of indirect support from company insiders who possess relevant interpersonal skills. Such assistance can help the newcomer perceive an adequate level of psychological safety and thus better equipped to integrate and engage in learning behaviors. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Building a mindful infrastructure

2019 ◽  
Vol 27 (5) ◽  
pp. 1-3
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Psychological Safety ◽  
Research Paper ◽  
Content Type ◽  
Innovation Project ◽  
Pertinent Information ◽  
Practical Implications ◽  
Positive Source

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on how components of innovation resilience behavior (IRB) such as team psychological safety can be applied to solving innovation project problems. Adopting a mindful infrastructure that supports IRB can reduce the occurrence of errors by curating an experimental working culture where mistakes are viewed as a positive source of learning, rather than as negative personal failures. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Coaching

2020 ◽  
pp. 156-176
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Psychological Safety ◽  
Team Leadership ◽  
Leadership Theories ◽  
Team Members ◽  
Learning And Adaptation ◽  
Practical Implications

This chapter is about coaching or, more specifically, team leadership. We specify seven essential team leadership functions: (a) ensuring clarity and alignment; (b) holding teammates accountable; (c) removing obstacles and garnering support; (d) managing team emotions and attitudes; (e) fostering psychological safety; (f) encouraging participation and empowerment; and (g) promoting learning and adaptation. Each function has a key set of behaviors associated with it. Team members other than the leader can at times demonstrate some of those leadership behaviors. The functions and behaviors specify the “what” of effective team leadership. The authors also consider the “how” of leadership by highlighting the practical implications of four leadership theories: transformational leadership, shared leadership, servant leadership, and civil leadership.

A study of perceived team learning on individual performance

2018 ◽  
Vol 9 (2) ◽  
pp. 162-178
Author(s):  
Shuting Xiang ◽  
Guoquan Chen ◽  
Wei Liu
Keyword(s):  
Team Learning ◽  
Psychological Safety ◽  
Individual Performance ◽  
Mediating Effect ◽  
Path Model ◽  
Content Type ◽  
Additional Support ◽  
Indirect Relationship ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to explore the relationship between team learning and individual performance and examine the mediating effect of individual reflection on such relations. As a contextual factor, the moderating role of psychological safety is investigated in the team learning–individual reflection relationship. Design/methodology/approach This paper is based on a survey with 229 effective participants, which included enterprise managers and their colleagues from part-time MBA program in one university located in Beijing, China. Path model is conducted to test the hypotheses proposed in this paper. Findings The results indicate that team learning is positively associated with individual reflection and performance. Individual reflection plays a mediating role between the relationship between team learning and individual performance. Perceived team psychological safety positively moderates the relationship between perceived team learning and individual reflection, such that the positive relation is more significant when employees perceived higher psychological safety. Originality/value This paper has both theoretical and practical implications. Theoretically, the authors establish the direct and indirect relationship between team learning and individual performance and aim to find additional support for Edmonson’s view suggesting that psychological safety would facilitate learning behavior. In terms of practical implications, the authors point the importance of developing learning teams and promoting individual learning.

Team Psychological Safety and Conflict Trajectories’ Effect on Individual’s Team Identification and Satisfaction

2018 ◽  
Vol 44 (5) ◽  
pp. 843-873 ◽  
Author(s):  
Hana Huang Johnson ◽  
Bruce J. Avolio
Keyword(s):  
Psychological Safety ◽  
Conflict Theory ◽  
Relationship Conflict ◽  
Sense Making ◽  
Team Identification ◽  
Team Members ◽  
Team Conflict ◽  
Early Experiences ◽  
Team Interactions ◽  
Practical Implications

Using a multilevel field study with data collected over a 9-month period, we tested how team psychological safety interacts with levels of team relationship conflict to influence an individual’s team identification and satisfaction with their team. We propose that team psychological safety measured early in a team’s time together influences what team members can expect to experience in subsequent team interactions. We use identification and team conflict theory to theorize that through sense-making processes, team members evaluate early experiences with their team relative to initial levels of team psychological safety, which then influences their levels of team identification. When team members experience high levels of team psychological safety initially followed by an increasing trajectory of relationship conflict within the team over time, we predicted and found that individual’s team identification decreased, resulting in lower satisfaction with their team. The theoretical and practical implications for aligning early perceptions of team’s psychological safety with patterns of perceived relationship conflict and its effect on team identification and satisfaction with the team are discussed.

scholarly journals The effects of mild task conflict and relationship conflict on psychological safety and team effectiveness

2019 ◽  
Vol 32 (1) ◽  
pp. 83-106
Author(s):  
Sunyoung Oh ◽  
Youngshik Kim ◽  
InHye Kim
Keyword(s):  
Team Effectiveness ◽  
Safety Climate ◽  
Psychological Safety ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Team Processes ◽  
Proposed Model ◽  
Creative Team ◽  
Practical Implications

The present research examined the possibility that mild task conflict and relationship conflict can serve as antecedents of psychological safety climate of newly formed teams and in turn influence team effectiveness in creative performance. Specifically, we suggest that mild task conflict is positively related to psychological safety, while relationship conflict is negatively related. Furthermore, psychological safety would mediate the relationships of mild task conflict and relationship conflict to creative team performance and team attachment. This proposed model was tested using a sample of 194 participants in a total of 35 teams surveyed at 2 time periods over about 4 months. The data analysis provides evidence to support our proposed model. The results indicate that mild task conflict and relationship conflict are critical team processes to influence emergence of team psychological safety climate which promotes team effectiveness in creative task performance. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.

Demographic influences on employee trust towards managers

2016 ◽  
Vol 24 (2) ◽  
pp. 246-260 ◽  
Author(s):  
Joshua Chang ◽  
Grant O’Neill ◽  
Antonio Travaglione
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Data Set ◽  
Content Type ◽  
Employee Trust ◽  
The Past ◽  
General Decline ◽  
Expected Outcome ◽  
Research Gap ◽  
Practical Implications

Purpose The purpose of this study is to explain demographic influences on employee trust towards managers. Design/methodology/approach Drawing upon a data set of over 5,000 responses from the Australian workforce, this paper examines demographic influences on employee trust in their managers. Findings The findings show that demographic influences have an effect on employee trust towards managers. Employees who are male, older, public sector, permanent, longer tenured and unionised were found to be less likely to trust managers. Practical implications Relevant to human resource practice, the findings offer potential for the development of trust by identifying employees who are less likely to trust managers. The expected outcome is that such employees can be selected for programmes and practices aimed at improving trust, such as increased managerial contact, consultation and support. Originality/value There has been a general decline of employee trust in managers over the past two decades. Research on the antecedents of trust has been reported to lag behind theory, with a paucity of research relating to demographic influences on employee trust towards managers. This study fills this research gap and offers potential for the targeted development of trust towards managers among employees.

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