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Trust restoration: an examination of senior managers’ attempt to rebuild employee trust By Judy Trust restoration: an examination of senior managers’ attempt to rebuild employee trust By Judy Pate, Anna Morgan. Thomas and Phillip Beaumont 242 group Balandina E. Ganieva E. Dobretsov I. Kuznetsova A Pryakhina D. Stepanov N.

* * ‘the willingness of a party to be vulnerable to the actions of * * ‘the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor and control that other party’ * Mayer et al. , 1995: 712 * ‘the beliefs about another’s integrity or competence that may lead to trusting intentions’ * Kim et al. , 2004: 105

* *trust betrayal as ‘a process of trust losing is related to either pivotal * *trust betrayal as ‘a process of trust losing is related to either pivotal expectations are violated or that promises are broken voluntary violation of mutually known pivotal expectations of the trustor by the trusted party (trustee), which has the potential to threaten the well-being of the trustor’ *’ describe broken promises as the situation when the trustee (mistrusted party) has failed to act appropriately’

* *ATTRIBUTION: positive information must displace the negative *SOCIAL EQUILIBRIUM: re-establish the relative social * *ATTRIBUTION: positive information must displace the negative *SOCIAL EQUILIBRIUM: re-establish the relative social standing or status, norms must be reinstated and reaffirmed through, for example, an apology, penance or a promise to change. *STRUCTURAL PROCESSES: notion of ‘legalistic remedies’

TRUST AND WORKPLACE BULLYING 1/5 of all employees have experienced bullying and harassment ‘REPEATED TRUST AND WORKPLACE BULLYING 1/5 of all employees have experienced bullying and harassment ‘REPEATED AND PERSISTENT NEGATIVE ACTIONS TOWARDS ONE OR MORE INDIVIDUAL(S), WHICH INVOLVES A PERCEIVED POWER IMBALANCE AND CREATES A HOSTILE ENVIRONMENT’

* *2005: A new policy was introduced *First stage: apologizing *Second stage: investigation into * *2005: A new policy was introduced *First stage: apologizing *Second stage: investigation into workplace bullying *Third stage: intervention *Final stage: evaluating the situation

* *2 sources of data: Primary (2004; 2007) was supplemented with Secondary(1999; 2003) *senior * *2 sources of data: Primary (2004; 2007) was supplemented with Secondary(1999; 2003) *senior management was excluded from research *2 measures of trust *confirmatory factor analysis (CFA) *measurement of attitude to bullying

METHODOLOGY METHODOLOGY

* *The results show that, despite the time difference, there was a partial restoration * *The results show that, despite the time difference, there was a partial restoration of trust. (That is an apology and policy changes were partially successful). *There were significant changes in the loyalty, benevolent motives and openness, while others trust the qualities remained the same.

RESULTS RESULTS

RESULTS RESULTS

* *The question of why some aspects have changed, when others have remained stable * *The question of why some aspects have changed, when others have remained stable have two possible explanations: * 1) IN TERMS OF DATA COLLECTION * 2) IN POLITICS

* *The ability to encourage and secure trust is a key skill of senior * *The ability to encourage and secure trust is a key skill of senior management. However, empirical studies reveal that trust in senior management is low.