Managerś assessment of thin and thick trust: The importance of benevolence in interbank relations

Liff, Roy; Wahlström, Gunnar

doi:10.1016/j.scaman.2017.04.002

Cited by 3 publications

(2 citation statements)

References 47 publications

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“…However, in the worst case, breach of trust has consequences not only for the individual employee, but for the entire organization (Lewicki and Brinsfield, 2017). According to Nooteboom (2001) in Liff and Wahlstr€ om (2017), thin trust is connected to macro level, while thick trust exists on micro level (personal) and manifests itself in specific relations. In other words, thick trust is based on familiarity, while thin trust is based on specific individuals or institutions.…”

Section: Literature Reviewmentioning

confidence: 99%

Trust at work – described by young professionals in the early stages of their careers

Raatikainen

Savolainen

Järvensivu

et al. 2023

HESWBL

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PurposeThis case study explores trust at work, described by young professionals in the early stages of their careers. In this article, trust is approached as the study participants' experiences of interpersonal trust. More specifically, it refers to relationships between colleagues, among individuals or at group level (Ma et al., 2019). Supervisors or managers did not take part in this study. The research question was “What do young professionals tell about trust and its importance at work?”Design/methodology/approachThe empirical study consists of qualitative data, focus group (5) interviews (n = 20) of young professionals who are in the early stages of their careers (1–3 years after graduation). The study is contextualized in Finland, in Helsinki metropolitan area, in three social and healthcare workplaces and two information technology (IT) organizations. Both public and private sectors are represented. The data were analysed by theory-based content analysis.FindingsAccording to the study results, descriptions of trust and its importance at work can be placed in three main categories. First, trust is an important element in improving young professionals' adaptation into the working community. Second, trust strengthens young professionals' professionalism and professional development at work. Third, trust at work highlights ethical issues and their significance in workplace relationships. Practical implications and limitations are also discussed.Research limitations/implicationsDue to the nature of this study, the research results should be viewed critically. The results can be seen as one suggestion to structure and increase understanding of trust in working life, from the perspective of young professionals in the early stages of their careers. As all research, the studies included in this review had several limitations that need to be taken into account. First, one of them is the size of the data, also in this study. Second, although literature has been searched carefully, there is always a chance of better literature existing for discussion on trust at work from young professionals' points of view, even though there is not a lot available on this specific topic. Nonetheless, literature of this study includes the most relevant classics of trust research. Third, the method has its own limits because it is based on focus group interviews, not interviews of individuals. On the other hand, it offered time for the team to reflect on trust in their own team. Still, this study offers one option for discussion of trust in work relationships. Additionally, it was noteworthy that the subjects were at the beginning of their careers, joining a new working community. They were in the early stages of building a professional identity, seeking confirmation of their skills and position in the working community. Thus, we recognize that this may have contributed to the collection of research data, which was a focus group interview. Few participants in the interview wanted to strongly point out the factors related to distrust, even if they had appeared at work. The authors recognize that exploring trust requires trust and acknowledge it. Data have been collected before the COVID-19 pandemic (see, e.g. van Zoonen et al., 2021).Practical implicationsThis study implies that trust at work should focus on discussing young professionals' thoughts, expectations, feelings and experiences of trust at work as part of transitioning from graduation into working life or in early stages of their careers. Trust should not only be discussed in dyadic discussions between young professionals and supervisors but also as part of team discussions. The authors’ suggestion is that trust should be in the core of team discussions, not just as part of teams' social and emotional dimensions of their functionality and capacity. Courage and skills to take part in such discussions is needed from all parties. Especially leaders have to have the ability to create a trusting environment to talk about trust. In particular, the importance of peers in trust and their importance at work should be taken into account. By understanding young professionals’ point of view, we can prevent job changes or dissatisfaction at work too. The purpose of this study was to contribute to this line of research on trust at work. The trust resource contributes to and promotes the realization of participation in working life.Social implicationsThe trust resource contributes to and promotes the realization of participation in working life. Leaders and coworkers can learn about trust as a phenomenon, while developing more emotionally sustainable working environments for young professionals. Trust should be seen as a skill or competence to improve various positive functional dimensions at work.Originality/value The results demonstrate that it is crucial to ensure emotional sustainability at work, and a positive feeling of belonging at work supports young professionals by developing a trusting work environment. It strengthens their engagement in a new work.

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Section: Literature Reviewmentioning

confidence: 99%

Trust at work – described by young professionals in the early stages of their careers

Raatikainen

Savolainen

Järvensivu

et al. 2023

HESWBL

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“…Without getting involved in a discussion on whether the initial level of loyalty is an influencing factor of an employer's decision about qualifying an employee for training, an employee can perceive a training program as a vote of confidence from his/her employer (Spence, 1973). If an employee feels he/she is treated as an asset to a company, training could act as a reward or a sign of trust in an employee act as a reward or a his/her skills in the future (Liff & Wahlström, 2017;Sasaki et al, 2010). As observed by Grønholdt and Martensen (2006), employees consider training initiatives to be a very pertinent element within their job environment.…”

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confidence: 99%

The value of training and loyalty. A comparative analysis

Kaźmierczyk¹,

Romashkina²,

Wyrwa³

2020

JESI

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In the expansion phase of a business cycle, loyalty is very important for the fluent functioning of companies. One of the tools that increases it is training, but not all training has a positive influence. Training can strengthen loyalty and thereby build human capital. There is very little research on the relationship between the quality of training and the level of employee loyalty. The main aim of this paper is to analyse the impact of the value of training on the loyalty of employees and to compare results taken from Poland and Russia. The following tests were used to study these relationships: exploratory factor analysis (EFA), the Kolmogorov-Smirnov test, the Mann-Whitney U test, the Kruskal-Wallis test, Cronbach's alpha, the Kaiser-Mayer-Olkin test and Bartlett`s test, as well as regression. An empirical survey was conducted both in Poland and Russia on a sample of more than 2200 bank employees. After analyzing the research, one can state that from an employee's perspective, the value of training initiatives influence affective commitment and loyalty in general (especially in Poland). Paying closer attention to this aspect of business could bring specific benefits to an organisation by increasing employee involvement in the structure. Employees indicated that the value of training initiatives influence affective commitment more strongly than factors such as the country in which they work and their position. However, training initiatives are less important with regards to calculative loyalty. The percentage of skills learned during training have a low correlation with loyalty, affective commitment and calculative loyalty. It should also be remembered that employee loyalty testing should be included in the solutions used in managing human capital in an organization.

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How to rebuild trust through apology: Evidence from public apology letters

Yang

2024

Journal of Pragmatics

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Managerś assessment of thin and thick trust: The importance of benevolence in interbank relations

Cited by 3 publications

References 47 publications

Trust at work – described by young professionals in the early stages of their careers

Trust at work – described by young professionals in the early stages of their careers

The value of training and loyalty. A comparative analysis

How to rebuild trust through apology: Evidence from public apology letters

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