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Etablierung einer Vertrauenskultur zwischen Führungskräften und ihren Mitarbeitern/Mitarbeiterinnen: Ansatzpunkte zur Förderung von Commitment (unter spezieller Berücksichtigung der Generation Y)
Abstract
Vertrauen gilt als Basis sozialer Beziehungen und ist somit auch für Organisationen ein wichtiger, mitunter vernachlässigter und unterschätzter Faktor. Betrachtet man die Generation Y, die die Zukunft von Organisationen maßgeblich prägen wird, erscheinen Maßnahmen der Vertrauensförderung virulent, zeichnet sich diese Generation doch durch geringe Beteiligung (gesellschaftliche Partizipation) und geringes Commitment (Bindung an Organisationen) aus. Beteiligung und Commitment sind eng mit dem Vertrauenserleben verknüpft. Möglichkeiten, die Vertrauenskultur zwischen Führungskräften und ihren Mitarbeitern und Mitarbeiterinnen zu fördern und somit positive Effekte für Organisationen erreichen zu können, sind u. a. authentisches Verhalten und Vorbildverhalten sowie die Realisierung fundamentaler Gerechtigkeitsprinzipien. Vorgelegt wird ein auf Führungskräfte zugeschnittenes Modell zur Förderung von Commitment und Beteiligung durch Vertrauenshandlungen.
... When trust is considered as a social attitude, it consists of emotional, cognitive and behavioural dimensions (Lewis and Weigert 2012;Kroeger 2017;Misamer and Thies 2017). It also has pre-reflexive and reflexive components. ...
... For example, the starting points could suggest what HEIs can do to enhance their trustworthiness in the eyes of diverse, future students: in other words, how to facilitate the 'fit' between individual and institutional features and how to establish an organisational climate of trust (e.g. Misamer and Thies 2017). ...
https://www.tandfonline.com/eprint/Y5HwuwWQPUbqmm8Kdthp/full?target=10.1080/00131881.2019.1596036
Background
Transition to higher education (HE) confronts undergraduates with a variety of social and academic challenges. Research on how these challenges are dealt with often refers to a Bourdieusian perspective and links successful access to HE to the capital and habitus that students bring with them when adapting to unfamiliar institutional demands.
Purpose
Although some studies regard trust (and perceptions of trustworthiness) as highly relevant for establishing a ‘fit’ between individual and institutional features, the notion of trust as a part of cultural capital for managing the transition to higher education is seldom considered. Our exploratory study aims to introduce and test out a framework for habitual trust and, thus, offer fresh insight into research on transition to HE.
Sample
In order to investigate the role of trust for trusting practices, 28 undergraduates in two German Higher Education Institutions (HEI) were interviewed.
Design and Method
Data were collected through episodic interviews. The transcriptions of these interviews were subject to typological qualitative content analyses.
Results
The analysis of data identified three different types of students’ trust and trusting levels, which varied in respect of academic or non-academic family background and affected students’ trusting experiences at HEI. The three types of trust and trusting levels were: i) proactive self-reliant trustors, ii) adaptive and aspiring trustors, and iii) resistant and alienated sceptics.
Conclusions
Habitual trust can be considered as an important link between individual backgrounds and performance during the transition to HE. The results are discussed with a view to further research on the practicability of habitual trust as a feature that HEI can or should deal with.
... In general, baby boomers reported that person-organization values fit better with extrinsic values and status values than those of Generation X or Generation Y [50]. It has also been stated that considering young adults (millennials), trust and its power as a social resource seem to be highly relevant for the future [51]. Other aspects that have been previously identified as relevant for transforming the job market in the light and shadow of the strengthening participation of Generation Y (millennials) are: (1) work engagement directly proportional to the meaningfulness of work [52]; (2) work well-being and comfort feelings [53]; and (3) emphasis on the freedom of thought and movement [54]. ...
The main aim of the article is to identify the changes in employees’ sources of intrinsic motivation caused by the impact of the COVID-19 pandemic, and to discuss prospective modifications to formulated patterns of internal marketing communication. The novelty of the research lies in two main aspects: (1) the necessity to revise the traditional concept of motivation caused by the pandemic and (2) own methodological approach. While the first aspect reflects the lack of appropriate scientific attention paid to this issue, the second aspect develops methodological approaches applied so far in the research of intrinsic motivation sources. The goal of the paper has been achieved via own questionnaire research of the traditional quadratic structure of the intrinsic motivation sources of employees. The data from socio-demographically representative sample of 2000 respondents have been in accordance with contemporary trends in managerial analytics analysed via factor analysis and relevant statistic tests. It has been found that the ranking of intrinsic motivation sources before the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of meaningfulness; (3) sense of progress and (4) sense of competence. The ranking of intrinsic motivation sources during the COVID-19 pandemic was the following: (1) sense of choice; (2) sense of progress; (3) sense of meaningfulness; and (4) sense of competence. Based on the identified changes in intrinsic motivation sources and their components, it can be stated that the pandemic has significantly influenced the existing principles and patterns of internal marketing communication. These should be critically reconsidered, and motivation systems should be revised to contribute to the optimal performance of the company on the market and its sustainable development by focusing on the financial situation of the company, significant for the economic pillar; the change in individual value scales, significant for the environmental pillar; and the phenomenon of millennials, significant for the social pillar. By intersecting these pillars, sustainability can be reached based on finding optimum motivation.
Zusammenfassung
Die krankheitsbedingten Fehlzeiten der unmittelbaren Bundesverwaltung werden auf der Grundlage eines Kabinettsbeschlusses seit 1997 erhoben und veröffentlicht. Der nachfolgende Beitrag umfasst den Erhebungszeitraum 2019 und basiert auf dem im Dezember 2020 veröffentlichten Gesundheitsförderungsbericht 2019. Das Schwerpunktthema fokussiert darauf, wie ortsflexibles Arbeiten sicher, gesund und erfolgreich gestaltet werden kann. Darüber hinaus werden die krankheitsbedingten Abwesenheitszeiten in der Bundesverwaltung dargestellt und analysiert.
Zusammenfassung
Geänderte Anforderungen an die Arbeitsplätze durch die globale Covid-Krise bedingen Veränderungen des Führungsstils. Losgelöst von althergebrachten Kontrollinstanzen definieren moderne Führungskräfte ihren Stil als „Digital Leader“ wesentlich umfassender und sind essenzieller Enabler, um Distance Working in Unternehmen zu etablieren. Obwohl Ressentiments gegen die Schaffung von Arbeitsplätzen im Distance Working bestehen, nehmen Führungskräfte gleichermaßen die Verantwortung für ihre Mitarbeiter und die Unternehmen wahr. Entsprechend ist es Ziel dieses Beitrags, die Bedenken und Herausforderungen von Führungskräften in Bezug auf Digital Leadership und Distance Working zu erheben und mittels Design Science aus dem aktuellen „State of the Field“ wissenschaftlicher Literatur verbunden mit einer beispielhaften Umsetzung ein Konzept zur Steigerung der Akzeptanz von Distance Working zu erstellen. Das entstandene Artefakt wird durch Interviews mit zehn Experten evaluiert. Technische Lösungen werden als Grundbedingung angesehen, die Vertrauenskultur deutlich stärker gelebt als dies von vorangegangen Stilen bekannt war. Führungskräfte empfinden beim Digital Leadership keinen Kontrollverlust, sie bringen den MitarbeiterInnen Vertrauen entgegen und monitoren deren Leistungen. Die Kommunikation wird um die außerdienstliche, soziale Komponente erweitert, da Führungskräfte erkennen, dass Mitarbeiterführung damit vertrauensvoller gelingen kann. Um das Unternehmen weiterhin gut am Markt positionieren und zukunftsorientiert agieren zu können, wünschen sich Führungskräfte im Gesetzgeber einen starken Verbündeten, der den Rahmen so gestaltet, dass sowohl Schutz des Mitarbeiters wie auch individuelle Lösungen gewährleistet bleiben.
Orientation: Engaging employees and providing employees with a sense of meaning at work is not a one-size-fits-all approach. Although research has shown that differences between work engagement and meaningful work amongst generational cohorts exist, results are still inconclusive. With age becoming increasingly more important as a diversity factor, a better understanding of the dynamics between work engagement and meaningful work across different generational cohorts is necessary to design the right strategy for each organisation’s unique parameters.
Research purpose: The aim of this study was to determine whether there is a relationship between work engagement and meaningful work and whether there are significant variances between the levels of work engagement and meaningful work between different generational cohorts.
Motivation for study: Work engagement has consistently been highlighted by researchers and human resources experts as a recommended solution to provide companies with the upper hand when it comes to creating a competitive edge. Yet, levels of work engagement are far from ideal, requiring intensified efforts to identify solutions towards raising overall engagement levels. In recent years, much of the focus in terms of generating engagement has been aimed in the direction of financial rewards and other benefits; some organisational experts are of the opinion that a shift is occurring towards meaningful work instead of monetary rewards as the driver of engagement. The changing nature of the work landscape also suggests that generational cohorts experience work engagement and meaningful work differently. Understanding these complexities is mandatory in creating solutions towards improving levels of engagement and meaningful work.
Research approach, design and method: A cross-sectional quantitative research approach has been followed. The Utrecht Work Engagement Scale (UWES) and Psychological Meaningful Scale (PMS) were administered to 261 participants across several financial institutions in Gauteng, including three generational cohorts (Baby Boomers, Generation X and Generation Y). Main findings: A moderate relationship was found to exist between work engagement and meaningful work. The Baby Boomer generation experiences the highest levels of engagement and meaningful work. Significant differences were found between Baby Boomers and Generation X and Baby Boomers and Generation Y. No significant difference were noted between Generation X and Generation Y.
Practical/managerial implications: A one-size-fits-all strategy to improve work engagement and the sense of meaning in work does not exist. Results of this study suggest that various approaches based on the needs of each cohort may be required in order to sustain engagement. Older workers in particular prove to be far more valuable and productive and should be treated with care.
Contribution: Whilst a large amount of information exists in terms of generational cohorts, not all findings are supported by empirical research to link the concept of work engagement to the different generational cohorts. The conventional belief that older people are less engaged and do not find meaning in their work has been proven to be a misconception, which highlights the danger of stereotypical beliefs. The findings suggest that older employees are still very valuable resources and can contribute significantly to the organisation’s success, but have different needs and values than other age groups. Customised engagement strategies tailored towards different generational cohorts might be more beneficial.
Purpose
This study aims to explore generational differences in the psychological contract of hospitality employees and work outcomes such as commitment and turnover intention.
Design/methodology/approach
Data were collected in 20 hotels ( n =359) from a four‐star hotel chain in The Netherlands using a self‐administered questionnaire. Data were analysed using MANOVA and post‐hoc analysis.
Findings
Findings suggest that opportunities for development and challenge, variation and responsibility are more important to younger generations of hospitality workers. Generation X placed high value on work‐life balance, autonomy and job security. No differences were found for work atmosphere, salary and task description. Significantly lower commitment and higher turnover intention was also found for Generation Y.
Practical implications
The findings provide insight into generational differences in expectations that hospitality workers have of their employers. This helps managers in developing management styles as well as human resource policy to better address these expectations.
Originality/value
This study is one of the first to explore the psychological contract in a hospitality context and contributes empirical evidence to the body of knowledge on generational differences.
This article aims to explore the nature and functioning of trust in work teams. Trust is defined as a multi-component variable with distinct but related dimensions. These include propensity to trust, perceived trustworthiness, co-operative and lack of monitoring behaviours. A model was tested relating trust with perceived task performance, team satisfaction, and two dimensions of organisational commitment, i.e. attitudinal and continuance. Survey data from 112 teams(n=395) was collected in three social care institutions in The Netherlands. The results are supportive of a multi-component structure for trust and of its importance to the functioning of teams and organisations. Work team trust appeared strongly related with team member's attitudes towards the organisation. Trust between team members was positively associated with attitudinal commitment and negatively with continuance commitment. Trust was also positively related with perceived task performance and with team satisfaction. In addition, perceived task performance appeared strongly related to team satisfaction.
Although the relation of power to knowledge is an often discussed theme, a psychological and sociological scrutiny of the issue is lacking. A new conceptual and theoretical approach to this issue is presented here that distingushes between restrictive and promotive control. Restrictive control is a form of power exertion in which one actor pushes his wishes through against the interests of another actor. In contrast, if an actor influences the other in line with his or her interests, this is called promotive control. Information pathologies, i.e., avoidable failures of distributed information processing, are introduced as an inverse measure for the quality and quantity of knowledge production. It is hypothesized that restrictive control has negative consequences for the production of new or better knowledge, because it induces information pathologies that in turn lower the effectiveness of joint action. These two hypotheses are tested in a study on 21 successful and 21 unsuccessful innovations with a dual qualitative and quantitative approach. The interpretive analysis of interviews with the main actors of each innovation case as well as the statistical analysis of questionnaire responses by the same actors strongly corroborate both hypotheses. Methodological problems, theoretical perspectives, and practical consequences are discussed.
Research on value congruence has attempted to explain why value congruence leads to positive outcomes, but few of these explanations have been tested empirically. In this article, the authors develop and test a theoretical model that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust. These constructs are used to explain the process by which value congruence relates to job satisfaction, organizational identification, and intent to stay in the organization, after taking psychological need fulfillment into account. Data from a heterogeneous sample of employees from 4 organizations indicate that the relationships that link individual and organizational values to outcomes are explained primarily by the trust that employees place in the organization and its members, followed by communication, and, to a lesser extent, interpersonal attraction. Polynomial regression analyses reveal that the relationships emanating from individual and organizational values often deviated from the idealized value congruence relationship that underlies previous theory and research. The authors' results also show that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model, indicating that additional explanations of value congruence effects should be pursued in future research.
Examined the way in which control of institutional powers influences self-esteem and esteem for others in a simulated organizational setting with 28 undergraduates. Observations and questionnaire responses indicate that the control of power caused Ss to (a) increase their attempts to influence the behavior of the less powerful, (b) devalue the worth of the less powerful's performance, (c) attribute the cause of the less powerful's efforts to power controlled by themselves rather than to the less powerful's motivations to do well, (d) view the less powerful as objects of manipulation, and (e) express a preference for the maintenance of psychological distance from the less powerful. No support was found for the prediction that the control of power would elevate self-esteem. Findings are discussed in terms of recent writings concerned with the disruptive influences of inequities in power. (27 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Vertrauen im weitesten Sinne eines Zutrauens zu eigenen Erwartungen ist ein elementarer Tatbestand des sozialen Lebens. Von Vertrauen spricht man im täglichen Leben meist in moralischem Sinne. Dem gegenüber analysiert Luhmann Funktion, Bedingungen und Taktiken des Vertrauens sozialwissenschaftlich. Vor allem wird dabei angestrebt, den Bereich der rationalen Handlungen nach Möglichkeit zu erweitern. Das kann erreicht werden, wenn man in der Lage ist, durch persönliches Vertrauen oder Vertrauen in das Funktionieren gesellschaftlicher Systeme sich auf höhere Risiken einzulassen. Niklas Luhmann unternimmt es also in diesem schon klassisch gewordenen Buch, den in der Alltagssprache und der traditionellen ethischen Vorstellungswelt vielfach besetzten Begriff des Vertrauens im Rahmen theoretischer Soziologie zu erörtern und das in einer so anschaulichen und anregenden Weise, dass das Buch seit langem breite Beachtung gefunden hat – weit über den Kreis der Fachsoziologen hinaus.
Finanzskandale und exorbitant wachsende Managerlöhne haben das Vertrauen in die Wirtschaft und ihre Vertreter untergraben. Vertrauen ist jedoch ein wichtiger Wettbewerbsvorteil von Unternehmen und Nationen und umso relevanter, je wissensintensiver Arbeit ist.
Das vorliegende Buch zeigt Wege zum stufenweisen Aufbau von Vertrauen in Organisationen. Grundlagen bieten neueste Erkenntnisse der Managementlehre, der Sozialpsychologie sowie der psychologischen Ökonomik. Die Autorinnen behandeln das für die Praxis besonders wichtige und zugleich schwierige Spannungsfeld von Vertrauen und Kontrolle sowie den Zusammenhang von Vertrauen, Fairness und Führung. Diskutiert wird der Stellenwert von Vertrauen im Rahmen der Corporate Governance, in virtuellen Gemeinschaften sowie im Human Resources Management. Veranschaulicht werden die theoretischen Ausführungen anhand zahlreicher praktischer Fallbeispiele.
Prof. Dr. Margit Osterloh ist Inhaberin des Lehrstuhls für Organisation, Innovations- und Technologiemanagement an der Universität Zürich.
Dr. Antoinette Weibel ist Oberassistentin am Lehrstuhl für Organisation, Innovations- und Technologiemanagement an der Universität Zürich.
Personalfübrung ist eine besondere Form von Führung. Für Organisationen, die nach dem Modell bürokratischer Hierarchie strukturiert sind, stellt sie ein zentrales Steuerungsinstrument dar. Als ‚Personar‘ werden die Mitglieder moderner Arbeitsorganisationen in ihrem Status als lohnabhängig beschäftigte Arbeitskräfte gekennzeichnet. Führungskräfte sind von der Betriebsleitung im Rahmen formaler Vorgesetztenpositionen beauftragt und ermächtigt, die Optimierung der Arbeitsleistungen des Personals zu gewährleisten. In direkter Kommunikation zwischen Führungskräften und den ihnen unterstellten Beschäftigten erfüllt Personalführung im Zusammenwirken mit anderen organisatorischen und technologischen Maßnahmen gleichermaßen die Funktionen der sachgemäßen Koordination einzelner Arbeitstätigkeiten und der Sicherung betrieblicher Herrschaft über das Personal. „Sie dient der Feinabstimmung von Organisation und Person vermittels Interaktion.” (Türk 1984: 67)
Die Absicht von Arbeitnehmenden, ihren Arbeitgeber zu verlassen, und der tatsächliche Stellenwechsel, die so genannte Fluktuation, sind von großer Relevanz für Erwerbstätige wie auch für deren Arbeitgeberinnen und Arbeitgeber. Während die Fluktuation von erwachsenen Erwerbstätigen in der Literatur bereits diskutiert ist (vgl. Griffeth et al. 2000; Mitchell et al. 2001), gibt es nur wenige Studien, die spezifischer auf die Fluktuationsabsicht von jungen Arbeitnehmenden fokussieren.
Although equity theory has dominated the conception of justice in organizational relations, equality also shapes justice expectations and behaviors. Therefore, there are two basic and, in principle, inevitable pressures toward conflict: (a) one stems from equity violations and results in overt conflict involving attempts to restore justice and (b) the other stems from equality violations and results in nondirected conflict that is symptomatic of decreased social cohesiveness. Power shapes distributive orientations, and, therefore, it is an important determinant of conflict pressures. A framework linking distributive justice principles, power, and conflict is advanced and used to suggest a new perspective on issues of organizational strategy.
In this study the conditional structure of the needs for procedural and distributive justice is specified On the basis of a sample of N = 109 employees, using structural equation modeling we could show that both needs de- pend on different antecedents. Furthermore, it could be substantiated that three models independently and differentially contribute to the specification of the needs for justice. According to the disposition model the needs for justice are stimulated by personal traits, according to the compensation model by deficient experiences in the direct work environment, and according to the adaptation model by perceived organizational justice. The deprivation model according to which the needs for justice are stimulated by perceived organizational injustice could not be confirmed.
Zusammenfassung. In den letzten Jahren ist ein wachsendes Interesse an den Beziehungen der affektiven Organisationsbindung von Mitarbeitern mit deren Arbeitsbeanspruchung und Wohlbefinden zu beobachten. Neben Haupteffekten auf diese Konsequenzen haben zwei konkurrierende Hypothesen auch Moderatoreffekte des Commitment auf den Zusammenhang zwischen Arbeitsbelastungen und Beanspruchungs- bzw. Befindensmasen angenommen. Die erste Hypothese geht davon aus, dass das Commitment die adversen Beanspruchungswirkungen zunehmender Arbeitsbelastungen verstarkt. Nach der zweiten Hypothese sollte das Commitment eine Pufferfunktion in der Belastungs-Beanspruchungs-Beziehung ausuben. Die bei 349 Altenpflegekraften erhobenen Daten belegen signifikante Haupteffekte des Commitment auf alle berucksichtigten Kriteriumsvariablen, mit positiven Vorzeichen fur die Arbeitszufriedenheit und die Burnout-Dimension der personlichen Erfullung, sowie negativen Vorzeichen fur die emotionale Erschopfung und Depersonalisation. Die Ergebni...
Previous organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction a nd organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors. The link between the present findings and previous research is discussed, as are directions forfuture research.
Die arbeits- und organisationspsychologische Bindungsforschung beschaftigt sich aktuell mit der Integration der Konzepte Commitment und Identifikation. Fragen, die es dabei empirisch zu klaren gilt, sind a) wie unterschiedlich die Multifacettenmodelle beider Konzepte tatsachlich sind und b) inwieweit sich Unterschiede in der Vorhersage von Outcomes zeigen. In einer Stichprobe mit 349 Personen werden die Bindung an die Organisation, das Team und die eigene Karriere parallel mit Commitment- und Identifikationsmasen erhoben. In einer Multitrait-Multimethod-Analyse zeigen beide Instrumente konvergente Validitat. Auch lasst sich in konfirmatorischen Faktorenanalysen die Differenzierbarkeit von Commitment und Identifikation nachweisen. Daraus resultierend zeigen Regressionsanalysen moderate unabhangige Varianzerklarungen von Commitment und Identifikation bei der Vorhersage von Arbeitszufriedenheit und Kundigungsabsichten. Bei der Vorhersage von Organizational Citizenship Behavior leistet Identifikation keinen b...
Purpose
The purpose of the paper is to show that, though essential, the achievement of business‐oriented performance outcomes has obscured the importance of employee wellbeing at work, which is a neglected area of inquiry within the field of human resource management. Instead the emphasis typically placed on the business case for HRM suggests a one‐sided focus on organisational outcomes at the expense of employees. With this in mind, this paper seeks to examine the effects of HRM practices on employee wellbeing and performance.
Design/methodology/approach
Data were collected from a public sector (local government) organisation to identify the link between HRM practices, employee wellbeing at work, and performance. A preliminary staff survey of employees provides a brief overview of the link between HRM practices, employee wellbeing at work and performance.
Findings
HRM practices adopted have a significant impact on employee wellbeing at work and tend to be more positive than negative. Overall a consistent result in the study was that management relationship behaviour in the form of support and development of trust, promoted employee wellbeing at work amongst workers. In general, the findings will prove helpful to human resource practitioners, management, policy makers and business practice.
Research limitations/implications
HRM practices that help to maximise employee wellbeing at work are not necessarily the same as those that make up “high performance” HR practices. Moreover, the promotion of wellbeing at work is not likely to be a result of the HRM practices but can be linked to line management leadership and relationships.
Practical implications
The importance of management relationships, support and employees' trust was found to predict wellbeing at work. The decision by management to embrace the business case for employee wellbeing at work is likely to complement more conventional methods of improving employee attitudes and productivity, which in turn can enhance organisational effectiveness and decision making.
Originality/value
This paper builds on existing work within HRM and provides a framework for establishing the linkage between HRM practices, employee wellbeing at work and performance in the public sector that it is suggested could improve individual and organisational outcomes through enhanced efficiency and productivity.
Research on antecedents of trust has, so far, yielded results that do not easily stand up to confrontation with the widely-held assumption of bounded rationality. By employing complex constructs as indicators of antecedents, it is implied that actors, in pondering on trust in managers, can deal with many complex cues, instead of a few single ones, as bounded rationality suggests. This study proposes a different approach, by searching for a parsimonious set of managerial behaviours that serve as cues for subordinates regarding trust in managers. Interview and survey data were combined in this search. Regression analysis and a Boolean pattern analysis were used to arrive at a parsimonious model with high explanatory power.
The recent growth in the trust literature indicates that both researchers and practitioners are continuing to recognise its importance as a factor for determining organisational success and the well-being of employees. Trust is, however, a complex, multidimensional construct that has generated much debate concerning how trusting relationships might be created. The aim of this paper is to add to current debates by reporting on a study concerning trust within manager-subordinate relationships within a large Australian organisation. The annual staff survey for this organisation indicated that levels of trust in managers were very low, leading the authors to investigate the predictors and outcomes of this situation. Focus group and survey questionnaire results led to the finding that perceived organisational support, procedural justice and transformational leadership were significant predictors of trust in managers and that turnover intent and commitment were significant outcomes. The implications of these findings for researchers and practitioners are discussed.
The studies described in this paper explored the effects of layoffs on the work behaviors and attitudes of the employees not laid off (the survivors). Survivors were hypothesized to become more withdrawn from their jobs and organization to the extent that they believe management handled the layoff unfairly. Moreover, these tendencies should be especially true when the layoff victims were included in survivors' scope of justice. The results of field and laboratory studies supported these predictions. Implications of the findings are discussed.
Objectively disadvantaged groups in American society often fail to take political actions that would rectify their disadvantaged state. Scholarly treatments of this failure to mobilize have traditionally examined the beliefs of the disadvantaged about distributive fairness, i.e., about the fair distribution of money or opportunities across members of society. This paper explores citizens' beliefs about the fairness of the procedures by which outcome distributions are made. We argue that procedural evaluations are a key input into evaluations of the political system and, through such evaluations, into political actions. In fact, people's beliefs about procedures are often more important than their beliefs about the fairness of the distribution of income or opportunity. An examination of procedural justice beliefs suggests, in turn, that citizens' views about the fairness of procedures focus on opportunities to speak rather than on actual control over decisions. This focus on voice probably results from socialization. In the terminology of Crosby and Clayton [(1986) “Introduction: The Search for Connections,” Journal of Social Issues, 42(2), 1–9], people's societal values may override their experiences with their current objective situation in the development of their views about society. As a result, objectively unjust procedures may be viewed as fair.
Recent research has shown that subordinates are generally more accepting of their managers' resource allocation decisions to the extent that managers offer clear explanations (or accounts) of the reasons underlying their decisions. This study sought to delineate the conditions under which the clarity of managers' accounts is especially related to the favorability of subordinates' reactions. We hypothesized that when subordinates' need for information is high—i.e., when they are relatively uncertain about why the resources were allocated in a particular way, and when they attach greater importance to the resource allocation decisions—they will be greatly influenced by the presence or absence of clear managerial accounts. These hypotheses were tested in the context of a field study exploring survivors' reactions to the layoffs of co-workers. Survivors indicated how clearly the reasons for the layoff had been explained to them by management; they also reported how much their organizational commitment, work effort, and turnover intention had changed, relative to the prelayoff period. In general, the positive relationship between the clarity of managers' explanations and the favorability of survivors' reactions was especially pronounced under conditions of high uncertainty and high importance. The theoretical and practical implications of these results, and the limitations of the study, are discussed.
The authors conducted meta-analyses to assess (a) relations among affective, continuance, and normative commitment to the organization and (b) relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model. They found that the three forms of commitment are related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. Affective and continuance commitment generally correlated as expected with their hypothesized antecedent variables; no unique antecedents of normative commitment were identified. Also, as expected, all three forms of commitment related negatively to withdrawal cognition and turnover, and affective commitment had the strongest and most favorable correlations with organization-relevant (attendance, performance, and organizational citizenship behavior) and employee-relevant (stress and work–family conflict) outcomes. Normative commitment was also associated with desirable outcomes, albeit not as strongly. Continuance commitment was unrelated, or related negatively, to these outcomes. Comparisons of studies conducted within and outside North America revealed considerable similarity yet suggested that more systematic primary research concerning cultural differences is warranted.
Diversity in the conceptualization and measurement of organizational commitment has made it difficult to interpret the results of an accumulating body of research. In this article, we go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting (a) a desire (affective commitment), (b) a need (continuance commitment), and (c) an obligation (normative commitment) to maintain employment in an organization. Each component is considered to develop as a function of different antecedents and to have different implications for on-the-job behavior. The aim of this reconceptualization is to aid in the synthesis of existing research and to serve as a framework for future research.
Trust and control are inextricably interlinked with risk in strategic alliances. Hence, to understand how partner firms can effectively reduce and manage this risk, we need to examine the inter-relationships between trust, control, and risk. In this article, we propose a comprehensive and integrated framework of the three constructs in the context of strategic alliances, contending that trust and control are the two principal antecedents of risk. First, we suggest that the three constructs are each comprised of certain key dimensions. Risk can be considered separately as relational risk and performance risk. The two dimensions of trust are identified as goodwill trust and competence trust, and control is differentiated in terms of the three modes of behaviour control, output control, and social control. Second, we discuss systematically the various linkages between the different types of trust, control, and risk in alliances. Third, we suggest several risk reduction approaches - minimizing relational risk through goodwill trust, behaviour control, and social control, while minimizing performance risk through competence trust, output control, and social control. Fourth, we discuss a number of trust-building techniques and control mechanisms to reduce risk in different types of strategic alliances. Finally, we develop propositions for empirical testing of the integrated framework and offer brief comments on future research directions and managerial implications.
This paper summarizes a stream of research aimed at developing and validating a measure of employee commitment to work organizations. The instrument, developed by Porter and his colleagues, is called the Organizational Commitment Questionnaire (OCQ). Based on a series of studies among 2563 employees in nine divergent organizations, satisfactory test-retest reliabilities and internal consistency reliabilities were found. In addition, cross-validated evidence of acceptable levels of predictive, convergent, and discriminant validity emerged for the instrument. Norms for males and females are presented based on the available sample. Possible instrument limitations and future research needs on the measurement and study of organizational commitment are reviewed
In den letzten Jahrzehnten hat das Forschungsfeld Organizational Justice kontinuierlich an Bedeutung gewonnen. Auch innerhalb der Führungsforschung wird organisationaler Gerechtigkeit nunmehr verstärkt Aufmerksamkeit gewidmet. Insofern in Organisationen die Wahrnehmung der Gerechtigkeit von Führungskräften stets im Kontext komplexer Arbeitssituationen erfolgt, wurde in der Untersuchung der Frage nachgegangen, welchen besonderen Einfluss Arbeitssituationen auf die Gerechtigkeitswahrnehmungen von Führungskräften ausüben. Exemplarisch wurden zwei ausgewählte Arbeitssituationen (ein Leistungsgespräch und die Vergabe von Arbeit) hinsichtlich des Einflusses in ihnen enthaltener Situationsmerkmale auf Gerechtigkeitswahrnehmungen überprüft. Methodisch wurde ein faktorieller Survey verwendet. Die Untersuchungsergebnisse dienten zur Ableitung struktureller sowie individuumsbezogener Gestaltungsmaßnahmen.
Das vorliegende Papier setzt sich mit den grundlegenden Elementen für höherwertige Lern- und Innovationsprozesse auseinander. Dazu wurden Ansätze der Organisationsforschung auf die wichtigsten Bestandteile für organisationales Lernen und Innovation analysiert. So wurden die zwölf bedeutendsten Aspekte für Lernen und Innovation in Organisationen extrahiert und Indikatoren gebildet. Im Einzelnen wurden die Aspekte Lerngeschichte, Lernräume, Wissensmanagement, Vision, Verantwortungsübernahme, Forschungs- und Evaluationsorientierung, Vertrauen und Offenheit, Fehlerkultur, Kritikkultur, Dialogfähigkeit, Reflexionsfähigkeit und schließlich systemisches Denken für eine Operationalisierung organisationalen Lernens und Innovationsfähigkeit ausgewählt.
Thesis (doctoral)--Katholische Universität, Eichstätt, 1999.
This study was designed to examine the relationship between stressful life events, trust, and nervous habits. A sample of 105 male and female university students, faculty, and employees between the ages of 20 and 65 completed the Social Readjustment Rating Scale, the Interpersonal Trust Scale, and the Thomas Habits of Nervous Tension Survey Questionnaire. Tentative conclusions suggest that with increased age there is a decrease in the level of interpersonal trust, there are fewer habits of nervous tension, and there are fewer stressful life events.
Zur Bedeutung von Vertrauen für den Wissenstransfer in Unternehmen
- A.-C Baller
- A-C Baller
Prozedurale Gerechtigkeit: Das Wie und Warum der Fairness
- H.-W Bierhoff
Bierhoff, H.-W. (1992). Prozedurale Gerechtigkeit: Das Wie und
Warum der Fairness. Zeitschrift für Sozialpsychologie, 23, 163-178.
The Millennials": An investigation of their commitment, world values, and person-work environment fit
- M A Littau
Littau, M. A. (2009). "The Millennials": An investigation of their commitment, world values, and person-work environment fit. https://
curve.carleton.ca/system/files/etd/a054ff15-6512-4837-8f2b-67c4f1d667e9/etd_pdf/aa08358b0ef1165a583405c9a49ee6ca/
littau-themillennialsaninvestigationoftheirorganizational.pdf. Zugegriffen: 12. Apr. 2017.
Vertrauen in Organisationen: Welchen Einfluss haben Reorganisationsmaßnahmen auf Vertrauensprozesse? Eine Fallstudie
- U Bohn
Bohn, U. (2007). Vertrauen in Organisationen: Welchen Einfluss haben
Reorganisationsmaßnahmen auf Vertrauensprozesse? Eine Fallstudie. Dissertation, LMU München.
DAK-Gesundheitsreport
- Dak
DAK (2011). DAK-Gesundheitsreport 2011. https://www.dak.de/dak/
bundes-themen/Gesundheitsreport_2011-1319206.html. Zugegriffen: 21. Juli 2016.