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组织内信任的维持与修复 总被引:4,自引:1,他引:3
组织内信任可以促进组织成员间的沟通, 增强组织凝聚力, 提高工作效率; 而信任违背与不信任则会给组织造成巨大的经济、情感和社会成本消耗。因此, 信任破坏后的修复就变得十分重要, 也逐渐得到国内外研究者的重视。组织内信任是一个多水平的结构, 它的建立与维护受到个体、人际、组织等不同水平的多种变量的影响。信任违背后的修复策略有很多种, 这些策略的有效性因情境的不同而有所差异。明确组织内信任的概念, 完善研究工具以及进一步探讨更多影响信任修复效果的相关因素是未来的研究趋向。 相似文献
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下属组织公民行为对领导信任下属的影响 总被引:1,自引:0,他引:1
对于组织内的垂直信任,以往研究出于增加领导效能的考虑,多集中于下属对领导的信任。本研究则关注领导对下属的信任。通过对多家IT企业领导-下属的配对问卷调查,采用层次线性模型(HLM)和回归等方法,考察下属组织公民行为、可信任性、领导对下属的信任和泛化信任等变量之间的关系。结果发现:下属组织公民行为表现越多,领导越信任下属;领导对下属的可信任性判断中介了两者的关系;领导的泛化信任作为调和变量,影响领导对下属可信任性的判断。研究结果加深了对信任的认识,有助于提高组织内的信任。 相似文献
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职场孤独感是个体在工作场所中体验到的孤独感,包括情感和社交两个维度。在介绍其定义、结构和测量后,根据现有研究总结出职场孤独感的前因与后果。在群体层面上,职场孤独感的前因变量包括组织规模、地位和气氛;结果变量包括团队绩效、领导成员交换和团队成员交换。在个体层面上,职场孤独感的前因变量包括人格特征、职场排斥、工作倦怠、工作过载、经济地位和教育水平等;结果变量包括工作绩效、工作压力感、工作满意度、离职倾向和组织承诺等。 相似文献
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内隐追随理论,是个体心目中既存的关于追随者的特质和行为的认知结构或图式,是当前组织行为研究领域中的一个新兴的概念。内隐追随理论与X-Y理论、内隐绩效理论等既有区别又有联系。内隐追随理论研究的理论基础主要可归纳为认知分类模型、信息加工模型及联结主义网络模型等。现有研究还对内隐追随理论的测量、前因变量和后果变量等进行了初步的探讨。未来研究中,可能会注重开发更有效的测验工具,深入探索影响内隐追随理论形成的因素,采用多种方法进一步澄清变量间的因果联系,以及加强内隐追随理论的本土化研究等。 相似文献
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中国背景下员工沉默的测量以及信任对其的影响 总被引:10,自引:0,他引:10
应用自行编制的员工沉默行为调查问卷,通过对928名被试的调查,对中国背景下员工沉默行为的结构维度进行了探讨。探索性因素分析结果表明,员工沉默由三个因素构成。三因素结构的结果在验证性因素分析中得到了证实。由此得到结论,员工沉默有三维结构:默许沉默、漠视沉默和防御沉默。以员工沉默的三个维度为因变量,以员工对上级和组织的信任为自变量进行回归分析,结果表明,员工对上级信任对员工沉默三个维度都有负面影响,而员工对组织信任对默许沉默和漠视沉默有负向影响,对防御沉默的影响并不显著 相似文献
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基于IT企业任务复杂度和合作需求较高的现状,加强团队内信任成为管理中的一个重点。本研究在Mayer和Mcknight的信任模型基础上对IT企业员工的组织信任结构进行分析。对四家IT公司239人进行问卷调查,并用Amos5.0进行分析后得到拟合度良好的模型结构,结果显示:①个体信任倾向对员工信任意向的影响不显著;②个体信任倾向影响员工对领导的可信任性感知和基于企业制度的信任;③基于制度的信任显著影响对领导的可信任性感知,但是对信任意向的影响不显著;④对领导的可信任性感知显著影响个体的信任意向;⑤卷入度在基于制度的信任和对领导的可信任性感知之间起缓冲作用。 相似文献
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组织信任已成为管理学领域的热点研究议题, 虽然研究者开发了多种信任测量工具, 但多数信任测量工具与当前主导的组织信任定义不一致, 缺乏针对意愿的信任测量, 更没有研究探讨不同形态信任之间的关系及相应测量工具的适用范围。本研究以上级信任为切入点, 试图回答上述问题。研究1将信任视为一种行动意愿, 基于信任行为理论框架和开放性问卷结果, 开发了包含6个题目、“依赖”和“表露”两个维度的《企业员工对直接上级信任问卷》。研究2以553名企业员工为被试, 通过潜变量路径分析考察了不同形态信任之间的关系。结果显示:信任(意愿)受认知和情绪因素的共同影响; 可信度在信任基础和信任(意愿)间起部分中介作用; 信任(意愿)在可信度和工作满意的关系中起完全中介作用; 作为意愿的信任, 相对于信任基础(认知和情感信任)和可信度, 与信任结果变量(工作满意)关系最近, 能更直接、有效地测量信任水平。 相似文献
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Trust in supervisor and trust in organization are argued to be distinct but related constructs, each with its own set of antecedents and outcomes. Empirical field results supported the proposition. Although trust in supervisor and trust in organization were positively and significantly correlated, trust in supervisor was more strongly associated with proximal variables (ability, benevolence, and integrity of supervisor), whereas trust in organization was more strongly correlated with global variables (perceived organizational support and justice). This conclusion held despite the inclusion of proximal variables in the regression on trust in organization and the inclusion of global variables in the regression on trust in supervisor. In addition to the differential antecedents of trust in supervisor and trust in organization, the outcomes for both variables were different. Trust in supervisor was related to increased innovative behavior and satisfaction with supervisor, and trust in organization was related to higher organizational commitment and lower intention to leave. Therefore, the authors provide clear preliminary data on the distinctiveness of trust in supervisor and trust in organization. One implication of this set of results is that organizations should adopt a more holistic approach in building trust, which can be achieved by focusing on the various constituents of the organization and the various levels (e.g., the supervisor level and the organizational level). 相似文献
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António Caetano 《Journal of applied social psychology》2013,43(2):418-427
Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations. 相似文献
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Unwrapping the organizational entry process: disentangling multiple antecedents and their pathways to adjustment 总被引:9,自引:0,他引:9
This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover. 相似文献
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主管认知信任和情感信任对员工行为及绩效的影响 总被引:4,自引:0,他引:4
采用问卷调查法,检验主管认知信任与情感信任对员工行为及绩效影响的双路径模型。通过结构方程模型分析563份上下级配对数据,结果显示:主管认知信任通过注意聚焦的完全中介作用正向影响员工的任务绩效和组织公民行为。主管情感信任则通过情感承诺的部分中介作用正向影响员工的任务绩效和组织公民行为,即一方面直接影响员工的任务绩效和个体指向公民行为,另一方面通过情感承诺间接影响员工的任务绩效和组织公民行为。并且,主管情感信任对员工行为和绩效的影响作用要大于认知信任的作 相似文献
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Does remote work erode trust in organizations? A within-person investigation in the COVID-19 context
Olga Stavrova Teodora Spiridonova Philippe van de Calseyde Christina Meyers Antony M. Evans 《Social and Personality Psychology Compass》2023,17(7):e12762
The global COVID-19 pandemic led to a widespread increase in remote work arrangements. This trend raised concerns regarding the potential negative ramifications it might have for organizational trust and cooperation. We explored the initial effect of COVID-19 induced remote work on trust in organizations: trust in co-workers, trust in the supervisor and in the organization at large. In a four-wave longitudinal survey of remote workers (N ∼ 1000) in the UK conducted between May 2020 and August 2020 (first COVID wave), we examined the association between the share of remote work (out of total working hours) and different forms of trust at work. The results showed that, for the same individual, increasing the share of working hours spent remotely was associated with more trust in the organization at large (but not in the supervisor and co-workers). Further, during the months where individuals spent more time working remotely, they experienced lower turnover intentions (but not less burnout or more work engagement, productivity, and satisfaction) compared to the months where they spent less time working remotely. The results contribute to the literature on flexible work arrangements, organizational trust, and other work outcomes. 相似文献
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Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination
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Adnan Ozyilmaz Berrin Erdogan Aysegul Karaeminogullari 《Journal of Occupational & Organizational Psychology》2018,91(1):181-204
Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.
Practitioner points
- Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
- Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.