Organisational Trust

2021 ◽  
pp. 77-91
Author(s):  
Jacob Guinot
Keyword(s):  
Organisational Trust

Do different types of organizational trust matter to employees’ commitment? A case study from Oman

2020 ◽  
pp. 1-11
Author(s):  
Moaz Gharib ◽  
Kamaal Allil ◽  
Omar Durrah ◽  
Mohammed Alsatouf
Keyword(s):  
Online Survey ◽  
Employee Commitment ◽  
Decision Makers ◽  
Design Strategies ◽  
Food Sector ◽  
Final Sample ◽  
Organisational Trust ◽  
Positive Effect ◽  
Practical Implications

PURPOSE: Trust is vital to all positive relationships. This empirical study explores the effect of three facets of organisational trust (trust in supervisors, in co-workers and in the organisation) on employee commitment in Salalah Mills Co. in the food industry in the Sultanate of Oman. METHODOLOGY: Data were collected via an online survey sent to all employees working in Salalah Mills Co., Oman. The final sample consisting of 102 responses with a response rate of 54 percent were analysed using multiple regression analysis. RESULTS: The findings revealed that two facets of organisational trust (trust in co-workers and trust in supervisors) were found to have a significant positive effect on employee commitment, while trust in the organisation was found to have no significant effect. PRACTICAL IMPLICATIONS: Trust in supervisors and trust in co-workers directly affect employee commitment. Therefore, managers should consider promoting both of these forms of trust to enhance employee commitment. VALUE: Although previous studies have examined the link between organisational trust and employee commitment, a focus on Oman and the food sector has been particularly rare, so this study offers new insights. The findings will help decision-makers on design strategies and policies to improve employee commitment through trust.

Organisational politics: a fulcrum in the organisational trust-affective commitment association

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Faqir Sajjad ul Hassan ◽  
Muhammad Mustafa Raziq ◽  
Muhammad Zahid Iqbal ◽  
Malik Ikramullah ◽  
Eram Shahid
Keyword(s):  
Affective Commitment ◽  
Organisational Trust ◽  
Organisational Politics

The model of HRM-trust-commitment relationships

2015 ◽  
Vol 115 (8) ◽  
pp. 1457-1480 ◽  
Author(s):  
Dagmara Lewicka ◽  
Katarzyna Krot
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Content Type ◽  
Calculative Commitment ◽  
Starting Point ◽  
Research Findings ◽  
Organisational Trust ◽  
The Impact ◽  
The Relationship

Purpose – It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and organisational trust on employee commitment. Design/methodology/approach – The survey was conducted in Poland among 370 employees in organisations from two sectors of the economy: services and industry. The verification of the theoretical model was performed based on structural equation modelling. Findings – Research findings made it possible to successfully verify the model of the relationship between the HRM system (practices, process), organisational trust and commitment. The starting point for trust in an organisation followed by commitment is the HRM system. It seems that the impact of the HRM process on creating organisational trust is higher. Research findings have also confirmed a relationship between each type of organisational trust and calculative commitment based on benefits, which is a strong determinant of affective commitment. Organisational trust is, therefore, an intermediary factor because the organisation must build trust in employees first before they become affectively committed. Originality/value – Current studies have not examined the issue of a mutual relationship between three constructs: perceived HRM practices and process, organisational trust and commitment. What is more, previous research was confined to the constructs analysed holistically without considering their complexity (different types of trust and commitment). In addition, the authors attempted to enrich Allen and Mayer’s (1991) model with a new aspect of the commitment – calculative, which is linked to the benefits received by employees. The authors also identified the mediating influence of the trust and calculative commitment onto the affective commitment.

scholarly journals PAY SATISFACTION AND ORGANISATIONAL TRUST: AN IMPORTANCE-PERFORMANCE MAP ANALYSIS

2020 ◽  
Vol 4 (1) ◽  
pp. 1-16
Author(s):  
Gabriel C. W. Gim ◽  
Wen-Sing Cheah
Keyword(s):  
Structural Equation ◽  
Structural Model ◽  
Unobserved Heterogeneity ◽  
Equation Modeling ◽  
Pay Satisfaction ◽  
Model Assessment ◽  
Four Dimensions ◽  
Performance Map ◽  
Map Analysis ◽  
Organisational Trust

Using social exchange theory and equity theory, this paper examined the relationship between the four dimensions of pay satisfaction and organisational trust among Malaysian employees. The four dimensions of pay satisfaction are pay benefit satisfaction, pay level satisfaction, pay raise satisfaction,and pay structure and administration satisfaction. Questionnaires were distributed to Malaysians working in several industries. Partial least squares structural equation modeling (PLS-SEM) was used to assess both the measurement and structural model. Results from the structural model revealed that pay benefit satisfaction, pay raise satisfaction, and pay structure and administration satisfaction were positively related to organisational trust. To complement the standard structural model assessment, robustness checks were performed on the structural model in terms of non-linear effects, endogeneity, and unobserved heterogeneity. The checks concluded that there were no issues with regards to nonlinear effects and unobserved heterogeneity. However, the endogeneity test indicated that pay structure and administration satisfaction could be endogenous. Importance-performance map analysis (IPMA) was also performed to gauge the importance and performance of each dimension of pay satisfaction against organisational trust. The IPMA results revealed that pay structure and administration satisfaction was the most important factor yet it attained the lowest score on performance indicating that organisations in Malaysia should make an improvement to their pay structure and administration satisfaction.

scholarly journals Sounds of Silence: Organisational trust and decisions to blow the whistle

2008 ◽  
Vol 34 (3) ◽  
Author(s):  
Elli Binikos
Keyword(s):  
Social Factors ◽  
Social Behaviour ◽  
Corrective Action ◽  
Organisational Trust ◽  
Do So

Whistleblowing is a form of pro-social behaviour that occurs when an employee reports organisational wrongdoing to an authority able to implement corrective action. While a number of social factors may infuence an employee’s decision to blow the whistle, very little cognisance is given to the role of organisational trust. Since whistleblowing situations often pose problems for whistleblowers, organisational trust becomes an important facilitator for the decision to blow the whistle. Drawing on a case study, this paper shows that when trust exists, employees are more likely to blow the whistle and to do so internally rather than externally.

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