Exploring trust relationships during times of change

Ohe, Hartmut Von der

doi:10.4102/sajhrm.v8i1.256

Cited by 7 publications

(9 citation statements)

References 23 publications

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“…This online qualitative study aimed to enhance knowledge and reveal insights regarding managerial employees' perceptions of trust and the management of change in organizations in Cyprus, Greece and Romaniathree European countries that have undergone major changes as a result of the most recent European debt crisis, which also necessarily prompted changes in private organizations (Broughton and Welz, 2013;Nikova et al, 2014). Supporting the literature, the findings of this qualitative research indicate that managerial employees' perceptions of trust toward top management in the organizations included in this study are influenced by the development of close interpersonal relationships that are based on exchanges perceived as fair (Colquitt and Rodell, 2011;Liao and Rupp, 2005;Rupp and Cropanzano, 2002;Saunders, 2011;Saunders and Thornhill, 2004;Von der Ohe and Martins, 2010). Study results offer various contributions to the existing body of knowledge that can be used to help organizational leadership recognize the significance of establishing mutual trust with their managerial employees in order to successfully cooperate during times of strategic change.…”

Section: Conclusion and Recommendations For Future Researchsupporting

confidence: 64%

“…Organizations may be able to maintain their competitive advantage by managing employees effectively and seeking out techniques that promote trust and facilitate change as well as minimize resistance to the latter ( Von der Ohe and Martins, 2010). Saunders and Thornhill (2004) suggested that management must focus on perceived fairness since organizational justice is considered to have a positive impact on employee trust, where expectations are based on perceived motives and treatment.…”

Section: Emjb 141mentioning

confidence: 99%

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Managers’ perceptions of trust in the workplace in times of strategic change

Komodromos

Halkias

Harkiolakis³

2019

EMJB

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Purpose The purpose of this paper is to explore and present current trends and developments in the field of managers’ perceptions of trust and the management of change in Cyprus, Greece and Romania, in a period of strategic organizational change. A total of 126 managerial employees (communication managers, operation managers, quality control managers, safety & environmental managers, and office managers) working in different departments of organizations in Cyprus, Greece, and Romania respond and complete the online questionnaire. Design/methodology/approach A qualitative study using an online questionnaire with interview questions was developed to arrive at the study’s findings. To acknowledge relevant perceptions of trust and the management of change during organizational change in different organizations in Cyprus, Greece and Romania, unique questions helped to support the research results and highlight themes that emerged from interview sessions with the study participants. Findings The findings highlight the need for organizational leadership to establish mutual trust and effective communication with managerial employees for successful cooperation during times of strategic change and enhanced overall employee performance. This study is relevant for researchers and academics in the areas of change management and communication, presenting current trends and developments in perceptions of trust and change management in Cyprus, Greece and Romania. It may also help them achieve recognition among their peers and colleagues from other disciplines. Research limitations/implications An important implication of the study derives from the finding on the uniqueness of the knowledge and information work carried out by the respondents and the impact that this can have in their working environment and their productivity. As a result of the above, this study provides indications to recruiters and managers regarding a number of desirable and necessary skills, and motivational factors that future employees may need to have or develop in order to carry out their job efficiently and effectively. Practical implications Researching managerial employees’ perceptions of trust and the management of change in organizations can have significant implications for human resources management during a time of strategic change. Social implications This research study may contribute to the management and communication area in European countries in stimulating new approaches to management and social issues and in the corporate management practice. Originality/value This study produces new knowledge instead of summarizing what is already known in a new form in the area of management and corporate communication. The researcher reports the results in analysis and interprets the results by discussing possible implications and solutions.

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Section: Conclusion and Recommendations For Future Researchsupporting

confidence: 64%

Section: Emjb 141mentioning

confidence: 99%

Managers’ perceptions of trust in the workplace in times of strategic change

Komodromos

Halkias

Harkiolakis³

2019

EMJB

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“…The questionnaire consists of 12 dimensions, comprising the 5 personality aspects and 6 managerial practices and the trust relationship (Martins, 2000;Martins & Von der Ohe, 2002;Von der Ohe & Martins, 2010, Von der Ohe et al, 2004. The trust questionnaire required the respondents to evaluate statements using a five-point Likert scale, from 1 (strongly disagreed) to 5 (strongly agreed).…”

Section: Organisational Trust Surveymentioning

confidence: 99%

The relationship between organisational trust and quality of work life

Berg

Martins

2013

SA j. hum. resour. manag.

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Orientation: Managers within organisations should be more attentive regarding their managerial practices, the quality of work life (QWL) and trust relationships, as experienced by employees.Research purpose: The aim of the study was to determine the relationship between organisational trust and QWL.Motivation for the study: Recent organisational changes have refocused attention on the productivity and performance of sales representatives. These changes have brought about a re-evaluation of their QWL and the organisational trust they experience.Research design, approach and method: An Internet-based survey methodology was used to collect primary data from a probability sample of 282 sales representatives; a 72% response rate was obtained. Responses were analysed using quantitative techniques and structural equation modelling.Main findings: Results confirmed a positive relationship between managerial practices with organisational trust and QWL and a lower relationship between the personality dimensions, organisational trust and the QWL.Practical/managerial implications: The study accentuated how important it is for management to be constantly aware of employees’ trust and their experience of a QWL, as these factors can lead to severe consequences if not properly managed.Contribution/value add: The study focused attention on the importance of building good trust relationships within an organisation, as it seems as though the personality traits and managerial practices of managers influence not only the trust relationship experienced by employees, but also their experience of a QWL.

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“…In addition to the above dimensions, an additional section was added to the questionnaire to measure participants' satisfaction with changes that had occurred in their organisations. Reliability in measuring these constructs was established in a previous study (Martins, 2000;Von der Ohe & Martins, 2010). See Table 3.…”

Section: Methodsmentioning

confidence: 99%

A Longitudinal Study of the Role of Trust During Change

Martins

2011

Journal of Psychology in Africa

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The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden.

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Exploring trust relationships during times of change

Cited by 7 publications

References 23 publications

Managers’ perceptions of trust in the workplace in times of strategic change

Managers’ perceptions of trust in the workplace in times of strategic change

The relationship between organisational trust and quality of work life

A Longitudinal Study of the Role of Trust During Change

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