变革型领导对员工建言行为的影响机制研究

员工的建言与智慧贡献对企业的组织发展和创新有着独特的作用。本文基于社会交换理论,考察了变革型领导对员工建言行为的影响效果及其作用机制。研究发现:变革型领导对建言行为有显著正向影响,上级信任、组织信任、同事信任对建言行为也有正向影响,且上级信任、组织信任和同事信任在变革型领导与建言行为间有部分中介作用。最后认为可以从塑造变革型领导风格、加强员工对上级和同事的信任、营造建言氛围搭建多样化的建言平台等方面来促进员工向企业建言,促进企业的创新发展。     

组织内信任对员工建言行为的影响研究述评

员工建言行为是员工向企业提出一些创新想法和建议,是企业生存和发展所必需的。组织内信任是组织保持竞争优势的源泉,它能鼓励员工说真话,从而增强员工建言行为,提高组织决策质量,最终提高组织绩效。     

现代企业信任文化研究

在经济全球化和市场竞争日趋激烈的今天,以信任为基础的组织内部关系正在变得越来越重要。因为信任除了可增加相互间的合作,使合作过程更有效率,也会因为个体相信对方的善意而降低交易成本。对企业信任文化的研究有利于企业了解影响员工组织信任的关键因素,从而促进企业信任文化的建设,提高企业员工队伍的稳定性,充分发挥人力资本的作用,对提升企业核心竞争力具有重要意义。     

工作满意度、组织信任和组织承诺关系的实证研究

已有的文献表明,工作满意度是影响组织承诺的主要因素之一,员工的组织信任知觉与工作满意度和组织承诺之间存在显著的相关关系,但对于其作用效果和作用路径缺乏实证支持。本文以全国各地313份有效问卷为样本,通过因子分析和结构方程模型研究工作满意度、组织信任和组织承诺三者之间的关系,验证了工作满意度对组织信任、组织承诺具有显著的正向影响,提高组织信任知觉,可以增强组织承诺水平。     

中小企业组织的上向信任对员工任务绩效影响的实证研究

文章从中小企业的角度,提出了认知和情感信任是构成中小企业上向信任的构成要素,并通过结构方程模型分析207对上下级配对样本数据,结果表明:对主管的认知信任通过注意聚焦的完全中介作用间接影响员工的任务绩效:对主管的情感信任一方面直接影响员工的任务绩效,另一方面则通过情感承诺的部分中介作用间接影响员工的任务绩效.这对于中小企业组织行为学和人力资源管理的研究有着一定的借鉴作用.     

价值观对组织信任与员工反生产行为关系的影响

以沈阳9家制造型企业167份问卷为样本,考察了工作价值观在组织信任与员工反生产行为关系间的调节作用。结果发现:组织信任与员工反生产行为呈负相关关系以及工作价值观在组织信任与员工反生产行为之间的调节作用。     

组织信任对新生代员工组织承诺影响的实证研究:组织自尊的中介作用

近年来,新生代员工正逐渐成长为职场主力军,相比其他员工,他们更难形成较高的组织承诺,跳槽更加频繁,因此如何留住新生代员工成为企业关注的热点问题.本研究对211位新生代员工进行问卷调查,通过实证分析探讨新生代员工的组织信任、组织自尊是否对其组织承诺有显著影响,从而为有效保留新生代员工提供理论依据.研究结论为:(1)新生代员工的组织信任显著正向影响组织自尊和组织承诺;(2)新生代员工的组织自尊显著正向影响组织承诺;(3)新生代员工的组织自尊在组织信任对组织承诺的影响中起部分中介作用.     

家族企业信任对员工绩效的影响研究

信任对家族企业员工的工作绩效有非常重要的意义。本文从信任的2个维度出发,研究家族企业信任对员工绩效的影响。通过对100名员工进行问卷调查发现,家族企业信任对员工工作绩效有显著影响,家族企业同事和领导信任对员工工作绩效有正向显著影响。研究结论将为我国家族企业长远发展提供可参考性建议。     

员工组织承诺动态管理:基于信任的视角

拥有一支稳定而优秀的员工队伍是企业持续发展、获取竞争优势的源泉,然而随着员工队伍越来越知识化、自我化,员工更注重心理层面的需求,传统的人力资源管理思路已经显得力不从心.文章基于信任的视角,通过分析信任与组织承诺的关系,借鉴产品生命周期理论,将员工的组织生命周期分为导入期、成长期、成熟期、离职期,根据每一时期的特点对员工组织承诺进行动态管理,并提出了具体的策略.     

仁慈型领导对组织公民行为的影响——基于经验取样法的有调节的中介模型

依据领导行为归因理论,员工对领导行为背后动机归因会影响员工后续的情绪与行为,而员工对于领导行为动机感知将透过组织信任间接调节仁慈型领导对员工组织公民行为的效果。基于此,本研究针对66位员工,通过经验取样法进行连续15天的调查并构建模型进行分析。研究结果表明:当员工感知领导者有高度自私行为动机时,仁慈型领导对于员工的组织信任与组织公民行为呈现较低正相关或负相关;此外,仁慈型领导与行为动机感知的交互作用,会透过组织信任的中介,间接影响员工的组织公民行为。故建议领导者应该持续树立仁慈形象,并使用怀柔手段,以促进员工的实质组织公民行为。     

How Do Controls Impact Employee Trust in the Employer?

Do organizational controls facilitate or hinder employees’ trust in their organization? We addressed this question through a mixed‐methods design using three studies. Based on a literature review and an open‐response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees’ trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview‐based study (Study 3) confirmed that well‐implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. © 2015 Wiley Periodicals, Inc.     

Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management

Abstract

This study examined how employee-orientated human resource management (EOHRM) is related to Chinese employees’ voice. Drawing on the trust literature, we developed and tested an integrative model that involves the mediating role of trust in management in the effect of EOHRM on voice behavior and the moderating role of employees’ moral identity in the EOHRM effects. Data were collected from 251 employees from a variety of occupations in China. Bootstrap-based regression analyses were used to test the research model. Results showed that trust in management partially mediated the relationship between EOHRM and voice behavior. The effect of EOHRM on trust in management and the indirect effect of EOHRM on voice behavior via trust were stronger in employees with higher rather than lower levels of moral identity. These findings suggest that organizations may promote employee voice by implementing HR policies and practices that focus on employees’ personal and family needs and consider employees’ moral identity.     

Identification and Trust in Public Organizations: A communicative approach

Abstract

Little empirical research has examined the link between organizational identification and organizational trust. Identification presupposes a level of consistency in its object, and this study proposes that trust can reduce uncertainty between organization and employee, enabling a bond between the two to form. Secondly, this research looks at how interaction with various organizational groups may affect organizational trust, thereby indirectly encouraging identification. It is thus proposed that organizational trust should be understood as an important mechanism mediating the relationship between interaction with employees at different levels of the organizational hierarchy and identification with the organization as a whole.     

Organizational Surveillance of Computer-Mediated Workplace Communication: Employee Privacy Concerns and Responses

Email, social media, and other types of computer-mediated workplace communication tools can enhance flexibility in how employees perform their jobs, expand networking opportunities, increase profits, cut costs, and enable collaboration among diverse groups across the globe. Despite their advantages, these technology tools can also cause security breaches, financial loss, employee distraction, and lawsuits. To prevent such damaging consequences, many companies monitor their employees’ computer-mediated workplace communication. However, this surveillance is often met with resistance from employees as it taps into concerns over workers’ privacy rights, due process, and fairness. We examine these employee concerns through an empirical study of full-time working adults’ beliefs about their computer-mediated workplace communication privacy and their evaluations of organizational justice, trust in upper management, and commitment to the organization. Our results suggest that employees who perceive less computer-mediated workplace communication privacy tend to view their organization’s policies as less fair, trust upper management less, and demonstrate less commitment to their organizations. Furthermore, results indicate that procedural justice mediated the relationship between privacy and organizational commitment and moderated the relationship between privacy and organizational trust.     

Talk,trust and information flow: work relationships between Japanese expatriate and host national employees in Indonesia

This paper broadens the understanding of work relationships between expatriate and host national employees in transnational organisations/corporations, who have tended to be investigated separately. By exploring interpersonal interactions between expatriate and host national employees, this paper highlights the importance of their relationships in the implementation of organisational activities. With a focus on both Japanese expatriate and host national employees in a Japanese organisation in Indonesia, this ethnographic study examines the ways in which they worked in unfamiliar circumstances, managed differences and provided essential support for each other. Their transnational connections, characterised by what Granovetter calls ‘the strength of weak ties’, function to diffuse information and knowledge effectively. I argue the significance of ‘talk’, particularly small talk, as an initial action that supports such information flow and builds trust. This paper attempts to demonstrate the vital roles of expatriate and host national employees as mediators, by using network analysis as a framework. Finally, I conclude that both expatriate and host national employees, the latter often seen merely as backseat players, are in fact keys to the successful activities of transnational organisations/corporations.     

Privacy and Electronic Monitoring in the Workplace: A Model of Managerial Cognition and Relational Trust Development

This paper explores the impact of experience at the current organization, prior experience at other organizations, and individual propensity to trust on workplace electronic monitoring and trust formation between employees and management. Taking a cognitive approach, these relationships are investigated through the lens of cognitive categorization theory. The paper discusses trustworthiness as the category label of a group of traits and behaviors that subsequently leads to lower levels of turnover, increased organizational commitment, and lower levels of electronic monitoring. Organizational and individual level outcomes are explored with respect to electronic monitoring procedures in organizations. The discussion focuses on implications for practice and future research as well as several ethical and managerial implications, and provides recommendations regarding implementation of electronic monitoring systems for managers.     

Human Resource Management Practices and Trust in Public Organizations

Abstract

Trust has been acknowledged as a valuable managerial resource within organizations. Working as a lubricant of organizational functioning, trust reduces opportunistic behaviours while it increases voluntary compliance to organizational norms and rules as well as enhancing individual and organizational performance. Considering the importance of trust, it is worthwhile to explore what factors may help build trust within organizations. This research investigates whether perceptions of several human resource management (HRM) practices are associated with trust in government organizations. According to social exchange theory, HRM practices signal management's commitment to employees which in turn leads to greater trust in the organization. Using data from an employee survey conducted for the Georgia Department of Transportation in 2007, this research tests how employee perceptions of HRM practices are related to trust in three distinct levels of management in a large department of state government: trust in department leadership, trust in one's leadership team, and trust in one's supervisor. Binary logit analyses suggest that perceptions of HRM practices focusing on autonomy, compensation, communication, performance appraisal, and career development are associated with trust in public organizations. According to the result, those practices present variation in their leverage on trust in leadership at different levels.     

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.     

Trust,individualism and job characteristics as predictors of employee preference for teamwork

Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.