The relationship between organisational trust and quality of work life

Abstract

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.

The influence of organisational rewards on workplace trust and work engagement

“…This is an encouraging result indicating that organisations can utilise their reward structures to improve their employees' trust and work engagement levels and ultimately have a positive effect on other outcomes such as productivity, performance, organisational commitment and job satisfaction. The findings are in line with previous research reporting that organisational rewards are related to workplace trust (Burke, 2002;Engelbrecht et al, 2014;Fehr & List, 2004;Ferrin & Dirks, 2004;Gneezy, Meier & Rey-Biel, 2011;Tzafrir, 2005;Van der Berg & Martins, 2013).…”

How to Manage Generations? An Approach based on the Quality of Work Life

“…The study of the Quality of Work Life (QWL) is one of the most researched topics in recent years at international level, motivated by the fact that the global labor situation is going through a crisis moment, where it is observed that the precarious level increases and labor achievements obtained in the last two centuries have decreased, due in large part to capitalism (Bagtasos, 2011;Van der Berg & Martins, 2013). This concept represents a series of conceptual problems, given that objective factors derived from the environment, the organization and the nature of the task are considered (Quezada, Castro, & Cabezas, 2010).…”

Qualidade de Vida e Valores nas Organizações: Impactos na Confiança do Empregado

“…Os valores organizacionais constituem uma dimensão fundamental da cultura organizacional, expressando as opções feitas pela organização através de sua história, padrões de comportamentos, de tomada de decisão, estruturas organizacionais e estratégias de gerenciamento de pessoas e ambientes (Gorenak, & Košir, 2012;Pinto Neto, 2011;Tamayo, 1998). No contexto organizacional ocorrem interações entre estas variáveis, sendo que a confiança tem sido estudada como consequência de atributos e características das organizações, bem como dos arranjos e estruturas organizacionais (Rousseau, Sitkin, Burt, & Camerer, 1998;Van der Berg, 2011).…”

“…O incentivo às novas estratégias de gestão de negócios, motivado pelas mudanças ocorridas no contexto organizacional, faz surgir ferramentas que visam a fortalecer o desempenho das organizações (Ianaguivara, 2011). Nesse contexto, a confiança, além de ser considerada uma parte essencial da eficácia e do desempenho organizacionais (Guardani, Teixeira, Bido, & Mazzon, 2013;Purohit, Patel, & Purohit, 2014;Van der Berg & Martins, 2013), é uma das bases mais importantes da interação social e, portanto, dos relacionamentos interpessoais (Oliveira, & Souza, 2014;Oliveira, & Tamayo, 2008) e do relacionamento do empregado com a organização em que se trabalha.…”

“…Diversos benefícios consequentes da confiança organizacional são suficientes para justificar a necessidade de se conhecer os aspectos que propiciam o seu surgimento (Batista, & Oliveira, 2012) e incluem: favorecimento do trabalho em equipe, liderança, definição de metas e avaliação de desempenho (Watson, 2005), melhoria da interação empregado-organização, diminuição de conflitos e dificuldades na comunicação (Fard, Zahed-Babelan, & Sattari, 2013), bem como menor necessidade de controle e maior estabilidade e cooperação espontânea nas relações (Batista, & Oliveira, 2012;Kramer, 1999). Assim, é possível que a confiança organizacional permita uma relação mais tranquila e harmoniosa dos envolvidos e que haja fatores organizacionais que favoreçam a experiência de confiar (DeConinck, 2010;Kramer, 1999;Oliveira, 2004;Van der Berg, 2011).…”